It’s five answers to five questions. Here we go…
1. How can I get a coworker to take computer classes?
My company recently hired a new employee, “Jane.” She’s not my subordinate, but I’ve helped train her, which makes this whole situation awkward. Jane is basically computer illiterate. At first I just thought she wasn’t used to Microsoft Office products, but the more I work with her the more I’m certain Jane’s only used a computer for typing and maybe tallying a spreadsheet. I’ve had to teach her very basic functions like how to create a new tab in a spreadsheet, how to accept a meeting invitation in Outlook, or even CTRL+C. She doesn’t seem familiar with any computer program. For instance she doesn’t seem familiar with basic icons, like the Save button or even Close — she uses File->Close to exit most programs. This makes tutoring a bit of a challenge as I’m never sure what terminology I can use.
I will say she is trying really hard and learning. But the way Jane’s going about it is a problem: she’s just asking for help doing the task in front of her, instead of trying to learn how to work a whole system. There’s no way she can learn everything she needs to learn to keep up with her workload like that.
Virtually every time I walk by her desk she looks completely overwhelmed, and if I don’t stop to talk, she sighs and announces she’s totally lost or stuck or something. She dropping by my office multiple times a day to ask for help. I’m happy to help, but this is taking up way more time than it needs to. It seems whenever she has a questions she wants someone to walk her through it instead of first trying to find an answer herself.
Multiple times I’ve suggested she look up online tutorials and she says she doesn’t know how to dig through that stuff or doesn’t have the time. Or I’ve pointed her towards free computer courses, and again she cites not having time. I really think her taking a day or two to take the courses would solve a lot of problems.
How can I get Jane to take them without overstepping my bounds? She’s trying so hard and I want her to succeed and I’m worried going over her head will get her in trouble. And like I said, my suggestions are not being taken. I also know she’s really embarrassed about her struggle to get a grasp on things, and I’m worried if I tell her I can’t help her anymore she just won’t ask and things will pile up.
The good news here is that there’s someone whose job it is to deal with this and who can do it without having to worry about overstepping any bounds: her manager! I know you said that you don’t want to get her in trouble, but (a) she is far more likely to get in trouble if this continues because it’s going to impact her work, and (b) this isn’t really about being in trouble or not; it’s about flagging a serious skills deficit and letting her manager know that she needs training. As someone helping to train her, you very much have standing to say to her boss, “Hey, I’ve realized that Jane is lacking basic computer skills and that’s standing in the way of her being able to do her job efficiently. Can you work with her to get her some fundamental computer skills training?” In fact, you’d actually be being negligent if you didn’t share what you’ve observed with her boss — this is the kind of highly relevant info that needs to be shared when you’re training someone.
I think, too, you’re falling into a bit of mission drift on your work here. Your job isn’t to find a way to help Jane succeed at all costs, even when it takes you well beyond the scope of what you were asked to train her on. It’s to do the training you were asked to do, and to loop in her manager if there are obstacles to that.
All that said … you could certainly try a direct conversation with Jane too. You could say, “I think we’re at the point where you need to shore up your basic computing skills before we can go any further. Can you plan to take the courses I pointed you toward, and then we can reconvene after that? I’m going to talk to (manager) about working with you to find time to do that, since I think think it’s really essential.”
2. Our new desks don’t work if you’re wearing a skirt
We have just moved offices and got a set of new and unsuitable desks. The new desks do not have modesty boards underneath. We are a largely female office and many of the staff wear skirts. If you are using a floor plug, you can see straight under many desks and into the groin area of the staff, and you can also see under certain desks when walking normally through the office. Our dress code is smart/casual.
The manager is not taking this seriously as a genuine concern of his staff (we also receive a lot of visitors to the office). Apparently the only solution is to buy completely new desks (the cable tidies stop boards from being attached) to the existing desks. Do we have any grounds for complaint or is this just something we have to get used to?
Yes, you have grounds to complain! It’s absolutely reasonable for you all to say, “These desks aren’t suitable for us and we’re not comfortable using them. We need to switch them out for desks that don’t uncomfortably expose us.” Say it as a group — which will be harder to ignore — and take the approach of “of course it’s obvious that we can’t use these desks so what do we need to do to get new ones?”
3. Interviewer told me my interview was probably a waste of time
During my job hunt for the job I’m at now, I applied for a pretty wide range of positions within a pretty wide range of industries. The first interview I got was with an insurance company. Admittedly I was a bit under-qualified for the role, but I had decided to throw my hat in the ring anyway.
When I got to the office for the interview, I ended up having to wait probably around 45 minutes because the man interviewing me was running late. Once the interview started, he told me that when the interview was scheduled I had been the most qualified candidate, but since then more qualified candidates had come in so this interview was basically a waste of time and they almost certainly weren’t going to hire me (I’ve forgotten exactly how he phrased it, but it was something along those lines). He did the interview anyway, but this really threw me off. It was honestly kind of humiliating and demoralizing. I had a tough time answering questions and walking him through some examples of my work I had brought along because of how distracted and upset I was. I did my best not to let it show, but I’m almost positive it did. Once the interview was over and I got back to my car, I started crying. With this being my first “real person” job interview I had no idea what to expect, but I was pretty sure this was not what an interview was supposed to be like.
Is this a normal thing to happen in an interview, or is this just my naivete showing? I only had two more interviews before I got the job with the company I’m at and neither of these interviews were anything like this, but a sample size of three is not much to go on. In a way I’m thankful this interview experience was so terrible, because I wouldn’t have ended up where I am now, but I’m interested in your perspective on this one.
Nah, he was just a jerk. Sometimes when jerks get the very minor power afforded by being the interviewer, they sometimes become really flagrantly jerky, and it sounds like that’s what happened here.
The good thing about this type of interview is that you get to find out the person is a jerk early on enough that you can decide not to work for them. It’s much worse to find out after you’re working there.
4. I’m supposed to give input on a candidate — but now I think I might want to apply for the job too
I was asked to have lunch with the candidate for a job that I hadn’t considered applying for in my organization and to give my feedback on the candidate to the search committee. In the process of giving the feedback to a member of the committee, I realized what the search committee wanted in a candidate and that I was qualified. I have since decided that I want the job if the search fails. I subsequently verified my qualifications with a former supervisor who knows of the situation and she also thinks I am qualified. The search committee is undecided about the candidate; the head of the search committee wants to talk to me about my impressions. I want to a) be honest and give honest feedback but admit that I’m now biased and b) put myself forward as a candidate. Advice?
Be up-front! Before you give any input on the candidate, say something like this: “I want to be transparent that in the process of talking with the search committee about what to look for in a candidate, I’ve realized that I’m interested in the position myself. I’d be interested in throwing my own hat in the ring, either now or down the road if the process doesn’t produce a candidate from the current pool. I’m going to try to be as unbiased as possible in my feedback about Jane, but I want you to have that caveat in case my feedback shouldn’t be considered at all.”
And then, assuming they do still want your feedback about the candidate, make sure you’re being as objective as possible. Give the feedback you’d give about her if you weren’t interested in the job at all. That’s an ethical obligation, of course, but it’s also going to help your own credibility if it’s clear that you’re not letting your own potential interest in the job bias your feedback.
5. Passing on positive feedback to a customer service agent’s manager
Recently I have spent a lot of time on the phone talking with various customer service agents due to an upcoming relocation (cable, internet, moving companies, insurance, utilities, etc.). I have a lot of respect for customer service representatives because I know they must deal with a lot of frustrated customers all day long, and I try to always be friendly and patient.
During my past few calls, if I get a representative who really does a thorough job, is friendly and engaging, and makes my experience a great one, I have asked to speak with their manager so I could pass on my positive feedback about the interaction. I figure this is one little thing I can do to express appreciation for someone doing a really challenging job and helping me solve an issue with a great attitude. I’ve felt really good about passing on positive feedback and plan to continue this process in the future. (And for the record, I am not interested in speaking with a manager about a not-so-good interaction – this is all about paying some good vibes forward.)
However, I want to ask, is this feedback practice helpful for the employee and for the manager? The times I’ve done this, the reps have seemed pleased and happy to transfer me to their managers, so I assume that it is. But I want to be sure this isn’t a misguided attempt at doing a good thing and causes some unforeseen difficulty for the people on the other side (as I have no experience in how call centers work and how their employee evaluations are handled). For example, they have to put me on hold, summon the manager, and take extra time to deal with me. And, if this is a good practice to continue, do you have recommendations about what kind of specific feedback would be helpful for managers to hear about the employee’s work during my brief conversation with the manager? Or key phrases I could use that would really make a difference for them to hear? The first one, I kind of babbled about having a great interaction and the employee being helpful, but am not sure I provided anything concrete that would actually be useful.
Yes, please continue to do that! It’s a lovely thing to do for people in a job where they’re often on the receiving end of anger and frustration. In some jobs, it can make a real difference in the types of evaluations people get, and if nothing else, it can really brighten people’s day.
As for what to say, just explain what you appreciated about the rep you talked to — “she was so pleasant and efficient, and she made what could have been a frustrating transaction a pleasure to resolve,” or “I called in with a really thorny issue and she was incredibly patient and knowledgeable in helping me get it sorted out,” or “I was pretty frustrated when I called, and she was so kind and good at her job that I felt I need to tell you — you have a real treasure in her” or whatever else feels true to you. You don’t need to deliver a lengthy treatise — just a sentence or two is fine.
how can I get a coworker to take computer classes, new desks don’t work with skirts, and more was originally published by Alison Green on Ask a Manager.