363

My question is: how to address underperformance and mistakes with an employee who's a poor performer anyway but it is at "breaking point" due to religious fasting? Don't treat it as a fasting problem, just as any other performance issue. Charlie is using it as an excuse. I fast regularly, it does not impact on my work performance because I don't let it.


347

They searched my office computer No, they didn't. They searched the government's computer which you are allowed to use in course of your employment. printed out some of my emails No, they didn't. They printed out some of the government's emails which you wrote in the course of your employment. Are they allowed to break into employe[e]'s office emails ...


306

In my opinion, your biggest problem is not Charlie or his fasting, it's this: we are short staffed anyway and typically working in "overclocked" mode to meet deadlines. We are a team of 3 including me as the team leader / line manager but should really be more like 5 It seems that you haven't considered that operating in perpetual crisis mode could be ...


306

So here's the part that seems sketchy to me: You've asked your employee, John, to do unpaid overtime work on the weekend. The reason it's "work" is because learning Angular is not something John would like to do in his free time, hence why he hasn't done it already (and continues to not do it), and it provides no value to John personally except inasmuch as ...


297

Sounds like your boss has a problem. To my surprise, where I thought I had posted my new phone number (a place where ALL employees could share their new updated contact number) was ACTUALLY where only where the branch supervisors put their phone numbers. I'd have responded to this with a casual apology. "Sorry boss, I had no idea that was only for branch ...


291

Find the root cause, you are compelled to do that TL;DR These are warning signals. An under-performing employee, that does not want to sit close to their colleagues, and does not even dare talk about it with you? This may be a case of workplace harassment. You are most likely compelled to act on that... legally, contractually and morally, in order to ...


256

I think you're asking the wrong question. I'm going to go ahead and say that challenge was probably designed for you to fail it: You've been given a really impromptu test, which is kind of weird outside of an interview setting. I've never heard of it happening like that before. If my manager suddenly did that, I'd stare blankly at him and ask what the heck ...


238

You might want to take some arguments from the book The Mythical Man-Month by Frederick Brooks. Although it was originally written back in 1975 (overhauled in 1995), it is still one of the most important works regarding management of software development teams. It is most known for codifying Brooks's Law: adding human resources to a late software project ...


236

I would report it. Don't hide your identity, there is no point. If your company asks Slack, Slack can probably tell them who accessed that file. It's all in the logs anyway. It's just a matter of someone reading through them. Personally, I don't even understand your need for hiding your identity. You did nothing wrong. In any case, better you be the one ...


224

No, you should not. A bonus is for past work. You've done that work, and you've earned the bonus. And think of it this way, would you have felt guilty if you left six months after getting a bonus? Three months? A month? Two weeks? A week? Would there ever be a day you felt guilty if you resigned that day, but not if you resigned the day after?


216

Be careful of ultimatums You have every right to want a smoke-free work environment and are entitled to one by law. In your shoes, I would consider quitting myself. However, if you want to give them a chance to fix the problem you are simply more likely to achieve your goal by not making demands. {Boss}, I had to leave early today because the smoke ...


210

"Not unless I get a better offer!" or "Not unless I get an offer too good to pass up." It is actually true. You're not leaving unless you get a better offer and until you hand in your notice. That is as true today as every other day. You can say as much, and your boss will probably ask "Are you looking?" - but it's normal and acceptable for employees to ...


206

This sounds like someone actively trying to sabotage your position in this company. In a situation like this, it's plain bullying. It's time to end the pleasantries and fight back hard whenever anything like this occurs. So as soon as something like this happens: He gave me an official warning for something I didn't do Then you reply, copying HR and the ...


200

Talk to him. Don't guess what you think he wants, get him in a one-to-one meeting and ask him about his career goals, about what he likes about the company, about what he dislikes. Then work to further those goals, keep the things he likes and deal with the things he doesn't like. And while you're correct that pay rises may not be a sustainable long-term ...


187

You actually ARE in a position to change this. You lead by example. You can start using version control locally for your changes. You can simply 'commit' everyone else change at the same time. You will always be able to recover previous versions and compare things to prior versions. You can also offer to do this for the company. Setting up version ...


180

Based off your information on this question I assume this question is also linked with this question. The way your manager has sprung this test on you is completely unfair and clearly an attempt to prove that you are not able to work here when realistically the time restraint was likely too short and the notice was non-existent. The way he approached you ...


169

First of all, Congratulations!! That said, I believe your superior made his intentions very clear with the statement "I will review and determine the best way to move forward but this is not a democracy." You did your job, without having been asked, twice. Don't sweat it anymore, let them manage. You anyways have the proof that you tried helping. Your ...


159

The main question is why they (or anyone) should be in the office at 9:30. Do you (or the customer) need to contact the developers in the morning? Fixed schedules are mostly to make sure that people can be contacted or can meet each other and so closed groups only need to find a time that works for them. I also don't think they have fewer constraints. ...


158

Talk to whoever gave it to you. Explain that it appears to have been broken before you opened it and politely ask for a replacement. It should be as simple as this.


157

Let me start with a platitude: It's not you, it's them. It may sound trite and obvious, but on the emotional level I get the feeling from your question that it isn't obvious to you. It's your colleague who's being unprofessional, and he probably even (at least subconsciously) knows it and lays pressure on you to avoid the consequences of his own actions. ...


155

Should I do anything further (if so how) in terms of bringing this up to management, project manager, etc? They've already paid you in terms of your "expenses" and given you extra time off, so I'd think there's no point other than to vent anger (which is a bad idea). How can I approach booking any future time off given that this could happen again? ...


154

You may not be able to control your feelings, but you can control your actions. So the first thing, staring at your boss ( or any other employee ) is simply creepy and in some locations can be considered sexual harassment. When your co-workers talk bad about your boss, stay silent if you cannot participate without anger and aggression. Once again this ...


154

It's not a bad idea to mention it off-hand, but I wouldn't make a big deal out of it at all. You need to make sure this comes off as an FYI, and not any sort of accusation. Next time you see the CEO, just casually mention it. Hey boss, just so you know I let your brother into your office last week so he could get the keys to the car. Didn't want you ...


152

This is the owner's issue IMO. Right now he can't see the impact that Joe's ability to bypass structure is having on the rest of the business, and as a result, he is complicit in enabling this to happen. If I were you, I'd recommend scheduling a meeting with the owner and explaining that, although Joe is a good team member, his resistance to following ...


148

It's not. If I'm evaluating your performance then Bob and Alice have no bearing on the review. Now truthfully I'm human and I may think of comparisons to each other (and to other people I've worked with over the years) but I need to deliver my evaluation about you in as unbiased a form as I can. It's the same principle that applies when I reprimand you and ...


147

Is there any reason why I can’t require this person to sit at their desk? No, there isn't. They already indicated there is no problem with their workspace, therefore you can require them to use it. I'd also be talking to them about their performance. Both refusing to use their desk and low performance are getting into disciplinary action zone. It's ...


137

Not only is it impolite, it might actually be cause for being fired on the spot. Even if you are leaving and on your notice period, you are still a contracted employee and you are still required to do the tasks asked of you. Nothing changes in that regard until you actually leave. Whether or not you work on your existing tasks, handover, or new things ...


135

How would you deal with such situation ? After nicely comforting him, which you have already done, it's time to firmly tell them to deal with it. It is not an individual's code, but the company's. As a manager, you need the code to be as maintainable as possible by your team and new additions you make to the team in the future. "code formatting is ...


116

His circus, his monkeys. Things in small companies are run very VERY differently than in large MNCs Far less structure, far more room for growth and are often led by "Idea men" like Bill Gates or Steve Jobs. Structure is secondary (if that) to them. So, if he doesn't respect meeting times, that is unfortunately something you need to negotiate with him. ...


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