It’s five answers to five questions. Here we go…
1. A helicopter parent is interfering with my tutoring sessions
I’m a tutor at a private center, and a while back we moved to online sessions due to covid. This is fine as I still love my job and most of my students are a joy to work with.
However, the mother of one of my students (let’s call her Lisa) is constantly hovering over her daughter (Jane) as I teach her. This never used to happen in person, as the parents would normally drop their kids off for us to teach. But Lisa is directly sitting beside Jane the entire time she is working, and cutting her and myself off to butt in. I often feel like I’m teaching her instead of Jane. It’s gotten to the point that Lisa turns on the camera and often moves it away from her daughter, and is the only person on screen. The other day I was explaining a concept to Jane, and at the end I asked, “Did that make sense, do you have any questions?” like I normally do, and Jane said that she understood the concept. Then Lisa looked at her accusingly and said, “Do you REALLY understand?” and Jane seemed caught off guard and started questioning herself. Also, I teach multiple students at a time, and when I need to go check in on the other student, Lisa prevents me from doing so.
Should I bring this up to my boss? I’ve known him for years and he’s wonderful to work with, but I’m not sure anything can be done because Jane is getting taught at home. It’s not like we can directly prevent Lisa from interfering, even though parents aren’t really supposed to. I understand Lisa just wants her daughter to be receiving the best tutoring possible, but at the same time, I really wish Lisa would stop hovering over Jane the entire time, because it creates a really uncomfortable environment for both me and Jane.
Talk to your boss! At a minimum he needs to know that Lisa is preventing you from checking on other students, and he may have input about how to handle the situation more generally. He might also be willing to talk with Lisa about what’s going on or empower you to. For example, could one of you tell Lisa that tutoring sessions will generally more effective one-on-one, or at least ask what’s making her want to sit in?
But even if he has nothing useful to offer, it’s good for him to be aware of what’s happening — in case Lisa complains at some point, or in case this is part of a broader trend with parents he should know about, or even just so he has context about a impediment you’re facing in doing your job.
2. Is a 50% raise possible?
I work in a field that has suddenly seen high demand (due to COVID-19, but will likely see high demand for the next decade at least). When I was hired, I was unemployed and didn’t have many options, but I lucked into a job that from a work perspective, I love. I have amazing coworkers, and the job itself is awesome.
When I was hired, I was making a little under market rate and now, with some important staffing losses, I am doing the job of someone two levels above me and being paid under market rate such that in order to get me at market rate (for the promotion I have been promised) I would need a 50% raise. However, due to COVID and the fact we are owned by a company that doesn’t like to give raises, I’m trying to decide what is reasonable. To be frank, I love the job and would like to stay, but I’m at an age where I’m locking in my earnings trajectory and it’s getting embarrassing (not to mention the optics to younger colleagues who see me as one of the very few women in our STEM based field). I am also very, very good at my job. I can make the argument for a 50% raise in terms of client engagement, product, and the fact that I’m on a number of company wide strategy initiatives with the C-suite, despite my entry level status. To be blunt, they are getting the milk for free, and they know it. I’m getting advice from a newcomer to the company to go out and get a competing offer, which feels gross (and you’ve spoken about) but I’d rather just know that they either will or won’t pay me what I’m worth, and make a decision from there. Am I being naive? Shooting myself in the foot? Or is a 50% raise something that is is within the wide range of possible?
Well … typically it’s difficult to get a 50% raise from your current employer. Not impossible, but rare. It’s frustrating, because often a company would pay $X to hire someone external, but will resist paying $X to someone internal who moves into the job if that’s much higher than the internal person was earning previously. Some companies even have rules about the maximum increase you can get in any one move. It’s bizarre and unfair, it perpetuates salary inequities, and it means people often feel they have to leave the company entirely to get what they’re worth.
That doesn’t mean you can’t try for it, armed with market info on what they’d need to pay to hire from the outside. And if they say no, then you’ll have know what is and isn’t possible for you there and can make decisions accordingly. In some cases there can be value in doing the job at the lower salary so you’ve got it on your resume and can then parlay it into a better job somewhere else — but you obviously have to balance that against the unfairness of it.
3. Juggling school and managing a team
Last year, my employer offered to pay in full for me to get a graduate degree through a local university. It’s been great and I’ve been learning a ton. I only have about 16 more weeks of active school time over the next several months, so the end is in sight. However, also in the past year, my team size has grown and their individual project loads have increased while timelines have decreased.
Unfortunately, this semester and the next one are the most intense. So between the workload and the school load, I’m kind of drowning. I’m spending all of my time outside of work on school stuff and even some of my actual work time (with the approval of my manager).
I know that I can make it through, but my concern is for my team. I’ve always prided myself on trying to be a good manager, but lately I’ve felt adequate at best. There have been times a team member has asked me to help take care of something and I’ve forgotten to do it until they followed up on it. I used to try to be looking five steps ahead on all of their projects, but lately I’m one step ahead at best. And I used to try to keep track of their goals and make sure I was creating opportunities for them to move forward on longer-term career goals, but I haven’t had a chance to do that at all this semester.
My bandwidth is past its maximum just between school and the core of my role. Knowing this isn’t a forever issue, how can I be better serving my team right now? I can tell sometimes that they’re frustrated when I don’t have the same level of feedback on things that I used to. I want to make sure that I’m still being a good manager, but there are literally not enough hours in the day to do it all.
Have you spelled this out for them? If not, that’s one of the most important things you can do right now. Explain what’s going on, name the impact you’ve seen it have, explain that it’s only for four more months, and ask them to bear with you until then. You could also ask them to prioritize for you what’s most important to them to get your focus on right now so that you’re spending your limited time on the things with the biggest pay-off for their work (subject to your own judgment as well, of course).
People are usually much more patient when they understand what’s going on and know how long to expect it to continue.
4. Why would an employer freeze PTO accrual?
My (nonprofit) employer recently announced that it will suspend PTO and sick leave accrual if our city announces a second mandatory shutdown that affects our site. Our sector has been decimated by the shutdowns in general, but we have a protected revenue stream that has sheltered us thus far. We’re basically okay but also on a strict austerity budget. Management has offered no rationale for suspending leave accrual. What advantage does this offer an employer? Is there an actual cost savings?
Accrued vacation and sick time is generally treated as a liability when it’s on a company’s books; it’s a debt that they owe to you at some point in the future. By freezing accrual, they’re stopping that liability from growing larger, which can help if they have plans to request loans or other financial assistance.
Also, if you’re in a state that requires vacation time to be paid out when people leave, they’re lowering that obligation as well.
5. My company wants me to do a bunch of events after I leave
I recently gave my two weeks’ notice to my current employer. I will end this position on a Friday and begin work at my new job on the following Monday. My current employer has repeatedly asked me to RSVP yes to exit interviews, goodbye parties (virtually of course) with several different teams, and other meetings after the start date of my new job. Even though I will be in a remote position, I feel uncomfortable blocking time on my calendar and taking hours away from my new job for non-essential meetings at my old job. Is this ethical? Is it okay to simply say, “no, I won’t be available” — will I be burning a bridge?
It is 100% okay to say, “Unfortunately, I’m not going to be available after (date) because of my schedule with the new job.” You will not be burning a bridge unless your current company is remarkably weird. (They might be remarkably weird, because it’s not at all normal to schedule exit interviews and other events after you’ve already left, but hopefully they’re not weird in the “holding a grudge over something normal” kind of way.) Just explain you’re going to be busy once you leave, and it should be fine.
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a helicopter parent, is a 50% raise possible, and more was originally published by Alison Green on Ask a Manager.