Keeping salaries confidential

Q: My employer has an employee handbook that says I can’t discuss my wages and benefits with my co-workers or outside the company. Is this legal?

A: No, this request is unlawful. There is a federal law called the National Labor Relations Act (NLRA). NLRA is the law that deals with employees’ rights to form unions and to work together for better wages and working conditions. As part of this process, employees have the right to discuss all aspects of their wages and working conditions. This also includes employees who work in non-union settings. A federal agency called the National Labor Relations Board (NLRB) and the courts enforce this law.

To gain more insight into this subject I consulted Attorney Valerie Samuels, a partner in the labor and employment practice at Posternak Blankstein & Lund LLP. Samuels explains that the NLRB has taken a keen interest in employment policies that violate the NLRA. This includes policies and practices at unionized as well as non-unionized employers because companies may not place unlawful constraints on employees’ ability to band together to improve their work situation. She notes that some companies have a variety of policies that NLRB considers to be unlawful. This includes policies that prohibit employees from discussing their wages and working conditions, as well as putting unreasonable limits on communications through social media, such as Facebook or Twitter.

The NLRB has issued specific guidelines explaining acceptable employment policies. The guidelines are available on their web site (www.nlrb.gov). Employees must keep in mind that it is important not to cross the line by disclosing business secrets such as confidential sales, marketing, or product information, or by harassing co-workers or managers on the basis of their age, race, gender, sexual orientation, or other legally protected categories.

This area of the law is of great interest to those in the employment law world, especially since the advent of Facebook, Twitter and other types of social media.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Nosy in-law with compensation questions

Q: My brother-in-law repeatedly asks personal questions of me and others all the time. He will ask about health issues, family planning issues and income issues. At Thanksgiving he had too much to drink and cornered me and proceeded to ask me about what I earn and what my wife earns. I am dreading Christmas. How do people answers questions about compensation? Signed, Perplexed

A: It sounds like your brother-in-law oversteps his boundaries on a number of issues. Compensation is a personal subject to most of us. Some of us are more willing. A few, mostly senior-level executives, have to wrangle with compensation being published because of the employer's public status or if the company is a non-profit.

I would suggest trying to answer his response using a light-hearted approach first and then being more direct if his questioning continues. My initial response would be something like "enough to live on but I still have to watch my spending during the holidays." If the questioning continues, I would respond more forcefully. One option would be "David, you continue to ask me questions on person matters like compensation, how many kids we will have, whether I have had a vasectomy, etc. Maybe I am a private person, but I prefer not to share some of this information. Instead, we can talk about the Pats could overcome some of the team injuries this year." Hopefully then, David will get it.

Some people never get it and will keep prying. David might get it and remember it, depending upon his level of attentiveness and intoxication!

Families are great. However, the holidays can escalate the level of annoying behavior.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section. 

How to handle reference calls

Q: I received a telephone call from a local company. They are asking for a reference on one of my former co-workers. I sat a few desks away from this person but I don't know anything about their performance. I am not sure I am the best reference for this person.

A: You are wise to feel uncomfortable. Often an employee cannot provide accurate information about a coworker because they don't have firsthand knowledge about the person's ability to perform the tasks required of their job.

Most employers would prefer that coworkers share reference questions with Human Resources. Human Resources may have information that you do not. For example, if the employee had received a written warning. If you do not have a HR function, it is a bit more difficult. If you do not have an HR function, it is best to share the question with your current manager. Your manager can decide how to best handle the question. Sometimes a manager will contact the reference and sometimes the manager will ignore the question altogether. Companies are reluctant to provide references because of potential legal concerns.

Before giving a co-worker's name and contact information (or anyone's for that matter) is to check with the person in advance. Make sure that the person feels comfortable providing a reference and can speak to specific questions, accomplishments and possible development needs. A better idea is to prepare a reference before a call is made. If a candidate can prefer a reference, the reference can provide a more tailored response to the caller's inquiry.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Holiday party with potentially new rules

Q: Our holiday party is soon approaching. We have just been acquired by a larger company. Our past holiday parties have been pretty subdued with each employee bringing in their special favorite dish and then the company picking up the tab for some wine and beer. Everyone leaves around 6pm or 7pm and we have the gathering in one of our conference rooms. We also have had a $10 gift grab which is fun. Our new parent company seems to have shared a different history including rather formal parties with a full dinner at a hotel in Boston. It seems like a lot of drinking. I am really not into this scene. What do I do?

A: Every company has different norms, rituals and traditions. Some companies throw lavish parties at elegant hotels, while others hold more modest functions within the office. Either way your employer (or new employer) is trying their best to appreciate and recognize employees and their contributions.
Holiday parties can be tough to navigate though. The tone is often set by the senior team members. Is there a lot of drinking and partying at that level? Or is it more subdued?

It is best to take a conservative approach when attending a holiday party. Be careful of your alcohol intake. Be gracious and appreciative of the effort and thank those who organized the event. Dress appropriately since it is still a work-related event. Avoid controversial topics like sex, religion or politics. It is acceptable to exit the event after the formal dinner, especially if the boisterous behavior begins at that time. However, if you are a member of management, you may be expected to stay later but I would ask around.

Drinking excessively and driving after a holiday party is serious. Not only do you jeopardize yourself and everyone else on the road, but you may damage your company's reputation. If you see others in that position, offer to give them a ride or hail them a cab. It is not worth the potentially disastrous consequences.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Holiday vacation "blackout"

Q: We have Christmas approaching. In past jobs, I have taken the week off between Christmas and New Year's to visit family out of state. I just started working at a new company and employees recently received a memo that taking vacation time is not allowed during that week. It is called a "black out" week. I have never heard of this and am really disappointed. Is this legal to do?

A: Vacation time is a benefit offered by many employers. Usually full-time employees receive vacation time benefits and sometimes part-timers do as well, usually on a pro-rated basis.

It sounds like this restriction was a surprise to you. The week between Christmas and New Year's is a popular vacation week, particularly for those employee traveling for the holidays. Most companies have a policy that vacation requests should be submitted in advance and then the employer can use a specific criteria, like seniority, to decide who is able to take the week off. However, there are often exceptions. For example, if an employee is planning a honeymoon or if an employee is attending a memorial service for a loved one out of state.

Your company's "black out" practice is legal. Employers can mandate when employees use vacation time. However, I would explain to your manager that you were not aware of this practice when you were first hired. You can politely request an exception, but as a newcomer, don't expect it. A valuable lesson is to mention a planned vacation before accepting an offer. You have more leverage asking for an exception before you accept an offer vs. after you have been hired.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Job Doc Chat with Pattie Hunt Sinacole On Monday November 30th

This week on the Job Doc Chat, Pattie answered questions about how to change jobs after a long employment period, how to explain absences from the job market and how to make a clean, attractive resume. She also answered questions about how to change jobs to an entirely new industry, all this and more here: http://www.boston.com/jobs/news/jobdoc/2015/11/monday_job_doc_chat_with_patti_2.html

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Termination for poor communication skills

Q: I was just terminated. I received no severance. I was terminated and given pay for what vacation days I didn't take. I was told the termination was for my poor communication skills and how I work with others. I know I am an introvert and that is why I became an engineer. I prefer to avoid interactions with others. Instead, I like to focus on my work and complete tasks. I thought I should have received coaching or counseling. Can my employer do this to me?

A: Most employees in the US are employed "at-will," which means either the employee or employer can terminate the employment relationship at any time and for any reason. Severance is typically not legally required unless you have signed an employment agreement or are covered by a collective bargaining agreement.

We all have strengths and weaknesses. One of your weaknesses may be communication skills. Rather than avoiding social interactions, it may be worth developing communication skills.

Think about how to be a good listener. Eye contact is important. Maintaining eye contact during a conversation demonstrates interest in what another person is saying. Non-verbal gestures and movements also send a message. Do you cross your arms (which can sometimes signal I am really closed or not listening to what you are saying)? Ways to improve your listening skills including monitoring your eye contact and your body language. If you have the capability, videotape yourself during a conversation. Do you look receptive to what the other person is saying or are you sending signals (maybe even unconsciously) that you are disinterested?

Like other skills, communication skills can be improved upon. Take it seriously. You don't want to be terminated again on a skill that you most certainly can develop.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.  

Job seeker in their 60s needs advice

Q: I am in my 60s and looking for a job. I feel like age discrimination is working against me. What words of advice do you have for a 60s something job seeker?

A: Age discrimination exists for sure. Every day people make judgments about fellow humans. We make judgments based on age, race, color, gender and other factors. Some factors are not even legally protected factors. Think about how we all make judgments about others based on where someone went to school, their hometown, what they drive, how they dress or even sometimes their name.

My best advice is to take the focus off your age and instead try to shift it to your experience and potential value to a company. Before you interview, what can you do?

1. Make sure that your resume is crisp, clean and easy to read. It may be only necessary to summarize the last 15 years or so of your experience. Many employers will be looking for you on LinkedIn too. Make sure that your LinkedIn profile is accurate and your head shot is professional. Some employers expect a Twitter handle.

2. Dress the part. Spend some time on the company's website. Are they business casual? Or are they suits? Don't wear something from many years ago. Wear something which you have purchased in the last year or so.

3. Connect with folks who you know your value. The reason is that they don't necessarily see a number. They see what you can bring to the table in terms of experience.

4. Are your skills up to date? As an example, if you are a recruiter and you are not very familiar with LinkedIn, then I am concerned.

5. What are the stereotypes that many have about workers in their 60s? Rigid? Slow? Low energy? Then, counter those stereotypes. During your interview, demonstrate enthusiasm, energy and flexibility.

6. Use available resources like Operation A.B.L.E. (ability based on long experience). Their website is www.operationable.net.

Finally, be sure you are open to feedback, whether positive or negative.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section. 

A workplace brawl

Q: Last week there was a brawl in our lunch room at work. Two guys started arguing and then pushing began. Then shouting and fists. These two guys have only worked for our company for a short time. HR is involved and interviewing everyone asking what we saw in the lunch room that day. The two guys are now telling everyone to "play dumb" and not to mention them by name. I was just eating my lunch and reading the paper. I don't want to get involved. I just want to put my head down and collect my paycheck. What should I do?

A: Oh no. This sounds like a horrible situation. A horrible situation which has turned into an awkward situation, because co-workers like you are now being questioned about what occurred. A lunch room should be a place to relax, enjoy a bite to eat, check phone messages and chat with friends.

You should certainly be honest when HR asks you what you observed that day. Not only is HR looking to make sure that they have an accurate understanding of what happened that day, but they are also need to make sure that the workplace is safe. No one should have to come to work with the fear of being physically threatened. It is frightening to think that an employee would have to be concerned about their physical safety in this manner. Since these two men are new employees that may be even more concerning. In many organizations, a physical confrontation warrants an immediate termination. HR though may be collecting facts before any action is taken. Please be honest and forthright with what you saw. I would hate to hear about an escalated follow-up confrontation.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Job Doc Chat with Pattie Hunt Sinacole on Monday November 2

This week on the Job Doc Chat, Pattie answered questions about applying for multiple positions at the same company, how to deal with sick coworkers and how to make a sample works portfolio. She also confronted the issue of asking for a salary increase, as well as what do when applying for a job while pregnant. All this and more here: http://www.boston.com/jobs/news/jobdoc/2015/10/monday_job_doc_chat_with_patti.html

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Providing professional references can be a challenge

Q: I am looking to resign from my first job out of college. I received an offer that said it was "contingent upon the satisfactory completion of three professional references." Who am I supposed to give? I can't give my current supervisor. I am stuck. Please help.

A: Congratulations on your offer of employment. Many job offers are extended in this same manner. The new company wants to check references but they don't want to delay the process to wait until this can be completed.

Three professional references should ideally include one supervisor. Have you only had one supervisor? Is there another supervisor (who maybe has left the company) who you could contact? Or has there been someone who supervised your work but maybe wasn't officially your supervisor? Perhaps someone who trained you for a position or served as your "go to" person when you were first hired. Or is there a senior person at your current employer who would be willing to speak on your behalf?

Think about colleagues with whom you have shared a positive relationship. Maybe they have left the company or maybe they are still working at your company but understand the discretion involved.
Another option is providing the contact information of a supervisor from a past internship or past summer job. Or a professor who may have supervised a project or internship.

Most employers understand you cannot give your current supervisor as a reference, or you may jeopardize your current employment situation. A new employer hopes to contact at least one supervisor but that can be challenging especially for those candidates with few roles in their career.
It is important to maintain strong professional relationships for this reason. If you are struggling to find former contacts, sometimes LinkedIn can help.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Leaving a new job after 6 months - yes or no?

Q: I started a new job about six months ago at a large company outside of Boston. I am happy that someone took a chance on me because before that I had taken 15 years off to raise kids as a full-time mom. However, I am feeling that my job has turned into a bit of a grind. I am not nearly enthusiastic about the work as I expected to be. However, I am working with fun colleagues. It is also close to my home and they have given me flexible hours. My question to you is should I make a jump to a more fulfilling role or is it too early? 

A: Congrats on re-entering the workforce successfully. Some companies realize the value and talent of women who have taken some time off to raise kids, but then want to return to work once their children become a bit more self-sufficient.

It sounds like there are a lot of positives about your current job - they probably provided some training early on when you first started working there six months ago, they have offered you flexible work hours (which is sometimes as valuable as how they compensate you) and the commute seems reasonable (a perk especially during the winter months). However, the work doesn't seem as challenging or as interesting as you expected. Six months is not a long time to stay in one job.

However, I do have a possible solution. You had mentioned it is a large company. Larger companies often post internal opportunities to encourage employees to move within the organization. Is there an internal job posting system that you could check periodically? The job posting system may require that you remain in your current role for 6, 9 or even 12 months. It may be a good option because your commute would continue to be reasonable and your benefits would remain intact. However, you should check whether any new role offers a flexible work schedule. That benefit may not continue with your next role. The company would probably view the transfer favorably because they have retained you in some capacity.

Check out internal opportunities first. If internal opportunities are not available, you can start exploring opportunities elsewhere but try to continue with your current employer for one year.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section. 

Sex, Religion and Politics

Q: It is the season again. Every four years. We are subjected to our CEO's political opinions. He talks about issues related to politics and then slowly begins to make voting recommendations. He calls many of the candidates idiots, fools or worse. We are all tired of it, even if we agree with him! He is not changing anyone's mind either. How do we handle this? It is annoying and bordering unprofessional. 

A: Your concern may not be as rare as you might think. We hear this complaint every few years in this column!

There are some guidelines for what should not be discussed within the workplace. The following areas are typically discouraged: sex, religion and politics. Most people know that their private life should not be discussed so few are so bold as to discuss sex in the workplace. Religion can also create controversy and offend others. A discussion about politics can be divisive and uncomfortable too.

However, your CEO should be modeling appropriate behavior, not behaving in a way which makes others feel uncomfortable. Once in the past we had someone print this column and leave it on the offender's desk with certain areas highlighted. Perhaps that would work. Or you could also get the conversation back on track by adding a comment like: "Hey Tom, are we talking politics or sales results today?" Some also may feel comfortable by infusing humor into the situation, but that can be a risk too because some people can be offended by humor. Depending upon your relationship with your CEO, you could also talk to him privately and explain that, although some of his points may be valid, it is awkward to discuss his political beliefs in the workplace.

I am sure you are looking forward to the election, when hopefully this topic will die down. However, it sounds like they may crop up again during the next election cycle.

Good luck in addressing it. My hope is that a combination of these tactics may reduce the level of political discussion.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Concerns Over A Teacher's Behavior

Q: I am a parent in a public school system in the Boston area. In our local newspaper, I have read about a teacher at our middle school who has been arrested for a DUI and then domestic abuse. I am concerned that this teacher may be unstable. What is the protocol for a school system? Can this teacher be fired for this? I realize arrests are not convictions but there seem to be a pattern.

A: I understand your concern. Teachers are entrusted with our children and we have the right to know that teachers are responsible professionals. As a parent, you are right to be worried about any behavior by a teacher than may indicate a serious problem. You should bring your concerns to the school principal and ask to know that the school is taking steps to ensure that the children are in a safe environment. This is particularly important if your child, or others students, are alone with the teacher during extracurricular activities or if the teacher drives students to school-sponsored events.

Unfortunately, the law may limit the school administration’s options in dealing with this teacher, even if the school district wants to assist him or satisfy itself that there is no cause for concern. Employers, including cities and towns, are subject to Massachusetts and federal law concerning discrimination. While a teacher who was arrested for a DUI or even domestic abuse may have alcohol or substance abuse issues, the law places limits upon what an employer can do to address such situations. Attorney Valerie Samuels, an employment and labor law attorney practicing at the Boston firm of Posternak Blankstein & Lund LLP shares that the federal law known as the Americans with Disabilities Act (ADA) prevents employers from discriminating against employees with a “disability.” Samuels explains, "The definition of disability is very broad, and under certain circumstances, may include employees with substance abuse issues." According to Samuels, while the school may prohibit the use of alcohol or illegal substances at work, it cannot easily take action against an employee who has taken steps to remedy his addiction or is not currently abusing illegal drugs. Current users of illegal drugs are not protected under the ADA, but it is extremely difficult for employers to discern who is actively using drugs. In addition, current and former alcohol abusers are protected under the ADA. Massachusetts law places similar constraints on employers.

Another factor is whether the teacher is covered by a bargaining agreement. Most collective bargaining agreements require an employer to demonstrate “just cause” before action can be taken against the employee. “Just cause” is difficult to prove particularly where, as here, the teacher has not done anything unlawful in connection with his job. The school will likely monitor the situation to make sure no misbehavior occurs at work.

Finally, an arrest is not a conviction. Given that the alleged behavior did not take place at school, and because the teacher has not yet been convicted of any crime, the school district must tread carefully.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section. 

Posting Jobs Internally

Q: I worked at a large company and recently left. I am now working for a small company. We have little HR support here so occasionally I will call my former HR Director with a question or two. She seems willing to respond as long as I don't take up too much time. One recent response has me dumbfounded though. I asked her about posting jobs internally because we used to post open jobs all the time at my last company. She said she highly recommends posting all jobs internally first because it is against the law not to post them for all employees first. We are a small consulting firm and we have posted some jobs but not all jobs. Are we breaking the law?

A: Your employer is probably not breaking the law. Generally, posting all jobs is not required by law. Federal contractors are required to post open positions. Additionally, employers with collective bargaining agreements may also have specific posting procedures designed to encourage internal applicants to apply before considering external applicants.

However, most employers are able to determine their own recruiting and posting policies, as long as they are non-discriminatory. Some companies may post positions at certain levels, while another company may post all positions. It is a practice worth considering for most positions. Posting jobs internally encourages upward mobility for existing employees while also sending a message that the company is hiring. Sometimes a posting system may also encourage external referrals from employees after a certain period of time, usually 7-10 days.

Maybe your former employer was a government contractor or had a union in place. Perhaps that is why your former HR Director shared that response.


Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Sick Relative and Sick Leave Benefits

Q: I recently had to take some sick days off to care for my brother who is suffering from HIV. I really don't want to have to explain to HR why I am taking these days off. They keep asking my reason for taking the days off. I have said that a family member is very sick. They have asked which family member and to "please describe the nature of the illness." Is this legal? Do I have to disclose? Very few people know about his illness and there is still a stigma associated with HIV whether we want to admit to it or not. 

A: You are an incredibly supportive sibling. In order to take approved “sick time” (whether paid or unpaid) off from work, you need to provide your employer with enough information for your employer to determine that you are using the leave for the purposes intended. You are wise, however, to protect sensitive medical information.

Jeff Dretler, an employment attorney from Fisher & Phillips, explains: "Under the new Massachusetts Earned Sick Time Law, effective July 1, 2015, most employees can use accrued sick time to care for an 'immediate family member' suffering from a 'medical condition that requires home care, professional medical diagnosis or care, or preventative medical care.' Under the law though, an immediate family member does not include a sibling which is why your employer needs more information about the familial relationship. Similarly, under the federal Family and Medical Leave Act (FMLA), which applies to employers with 50 or more employees, an employee seeking time off to care for a seriously ill family member (which like Massachusetts law does not include siblings) must describe the type of care which the employee plans to provide for the family member."

An employer may ask about the “nature of the illness” to better understand what benefits you may apply. Dretler further explains, "Relevant facts may include whether the patient is hospitalized, the type of care the patient will require, the expected duration of care, but need not necessarily include the diagnosis. In most circumstances, it will not be necessary for you to disclose to your employer the actual diagnosis of the person for whom you are caring (e.g., HIV). An employer who demands from the employee more information than is necessary, to determine the employee’s right to the leave, could very well be in violation of state or federal laws, including those which protect employee privacy."

I would recommend asking specifically what your employer is seeking. Is there a form that they could provide? Many physicians have navigated similar issues and have experience with sharing what is truly required. If you are further pressed for information, you may want to contact an attorney.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Referring A Son Can Get Messy

Q: I recently referred my son to a position within my company. The position is working for one of my three supervisors. I am a director at a large medical device company and we have had a horrible time recruiting for this one role. My son would be ideal! I was told by HR that he could not work within my area of responsibility even though he is not reporting to me. Is this a common policy? I have never heard of such a policy. We are facing recruitment challenges so I thought this would be the answer to our prayers.

A: Many companies have policies which provide guidelines for employees, including an "employment of relatives" policy. Many of the policies prohibit immediate relatives from working too closely together. Some policies will discourage immediate relatives from working within the same department. While other policies will prohibit an employee from being related to a senior manager or a board member. Sometimes there are exceptions to these rules, like summer interns or seasonal employees. The intent of the policy is to minimize favoritism or even the perception of favoritism.

In your situation, you could be placing your supervisor in an awkward situation. What if your supervisor has to discipline your son? Or what if your supervisor thinks your son is outstanding and she wants to promote him? Will others assume it is because of the familial relationship? Or what is your son shares information with you that he shouldn't? It becomes a messy challenge.

There are reasons why companies implement such policies. Most companies want their organizations to be run in the best interest of the company. Companies are hoping that employees will make decisions based on what is best for the company and sometimes familial relationship can interfere with that impartiality.

Although your recruitment is a challenge for your company, I would honor your company's policy and refrain from referring family members.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section. 

Time Off for Heart Condition Might Qualify Employee for FMLA

Q: I recently had a serious heart problem. I was hospitalized, released and then re-admitted. I think I am now ready to resume full-time work. I work as a Director at a large biotech firm. I am worried about job security as I work for a man who is a Type A and does not like when anyone is out sick. How can I protect myself?

A: I am sorry that you had a serious health issue. It sounds like it was frightening. I can share a few recommendations.

First, make sure that you are physically ready to return to a full-time schedule. Discuss the demands of your job with your physician. You will want to make sure that you are ready to return so you don't have another relapse. Your employer will likely request a note from your physician ensuring that you are physically able to fulfill the demands of your job. Your physician may request a gradual re-entry back to work. I have noticed many physicians request one week of a part-time schedule before resuming a full-time schedule.

If you work at a large firm, you may be protected by the Family and Medical Leave Act (FMLA). FMLA is a federal law which provides job-protected leave for certain conditions to eligible employees. One of the conditions is an employee's own serious health condition. Your heart problem, and related hospitalization, likely qualify as a serious health condition. To be eligible for a FMLA leave, your employer must employee 50 or more workers. Additionally, you must have worked for at least 12 months for your employer and you must have worked at least 1250 hours in the 12 months prior to your heart condition. You also must have worked at a location where your employer has 50 employees within 75 miles of that work site. For more information about FMLA, review http://www.dol.gov/whd/regs/compliance/whdfs28.pdf to better understand your rights and your employer's obligations.

Your manager's attitude is disappointing. There are challenges in all of our lives which necessitate time off from work. One way to mitigate his concerns is to develop a written update upon your return. This will reduce your manager's concerns about anything "slipping through the cracks." Best wishes for your continued recovery!

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Manager Leaves Employee

Q: I was hired late last year at a mid-sized company. I enjoy my job. I was hired by a former manager who had started working at my current employer last summer, a few months before me. I loved working for this woman in the past. We just clicked. At this company, it has been more of the same. We work really well together. I found out last week she is leaving our company. She lured me away from my old company. I am a bit ticked off but don't know how to express it. How should I approach her?

A: How wonderful that you found a strong manager and were able to work with this woman twice. Companies change, employees change, customers change and how we conduct business changes. Change is inevitable. Change can be hard. You may never know why your manager is leaving. Perhaps she was asked to resign? Maybe she found a more challenging role? Or her job was being eliminated? Maybe she is moving across country?

Employees and managers have to make the best decisions for themselves when considering career options. There are many variables as to why people choose to changes jobs from location to a better opportunity.

My guess is that when you accepted the role at your current company, your manager did not promise she would remain employed there indefinitely. Change is inevitable.

Take the high road. Avoid approaching her in an annoyed way. Instead, ask her about her next career move and if you can remain in contact and use her as a professional reference.

PS - Happy Labor Day! Do you know when the first Labor Day was celebrated? Visit this link for more information on the history of Labor Day. http://www.dol.gov/laborday/history.htm

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section. 

Job Doc Chat with Pattie Hunt Sinacole on Monday, August 31

This week on the Job Doc Chat, Pattie answered questions about an employer's responsiveness to job applications and how to deal with annoying coworkers. She also tackled the tough question of how to ask for a raise, see all this and more here: http://www.boston.com/jobs/news/jobdoc/2015/08/job_doc_chat_with_pattie_hunt_16.html

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section. 

Pursuing a Second Career in Interior Design

Q: I am 35 years old and a stay at home with two small children. My undergraduate degree was in political science. It was a degree that I never really used since I worked mostly in marketing and non-profit fundraising before my children were born. I am now most interested in interior design. Do I need to work on a second undergraduate degree? The expense of such a program would be a hardship for our family.

A: Congratulations on discovering what is interesting to you as the next step in your career. I am thrilled that you have earned an undergraduate degree.

A second undergraduate degree would be both time-consuming and expensive. I would suggest that you research certificate programs in interior design. It is a more practical way of formally educating yourself and it will be quicker and less expensive to complete this type of program vs. completing a second undergraduate degree.

Several local colleges offer certificate programs in interior design. As an example, Massachusetts Bay Community College offers an interior design certificate program which includes a nine course curriculum. The Rhode Island School of Design (RISD) also offers an interior design certificate program also.

You could also gain valuable experience by beginning to work with an experienced interior designer or working in a retail shop where interior design services are offered. Not only will you gain experience, but you will add professional contacts to your rolodex.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.  

Canoeing, Napping and Cycling -- Is This Acceptable?

Q: I work in a very casual technology company. Most employees really put forth an effort every day and on every project. There are a few who take advantage of our casual culture. They take afternoon bike rides, head to the Charles to canoe for a few hours, arrive at 10am and leave at 3pm. I even found one colleague asleep in our employee lounge. Our CEO is a young, relaxed guy and very fair. He trusts people, maybe too much. I will admit though we do fire employees who are not meeting expectations. What are your suggestions for addressing the folks who seem to take advantage of the perks within my workplace?

A: More and more companies are moving to a very employee-centric work environment. If employers are expecting employees to be available during the evenings and weekends, employers are giving employees a bit of extra flexibility during the week. With that said, most employees are respectful and appreciative of such an environment. However, there are some who take advantage of such flexibility. Many companies are giving employees the option of working flexible hours if they can still complete their work. Instead of watching when employees punch in and punch out, managers are evaluating an employee's productivity and results vs. the actual hours worked. The real question is are they getting their work done?

The managers of the employees who take advantage, may be observing these behaviors too. Perhaps these perceived slackers are working remotely until 1:00am on the tight deadline. Or they may have been partying the night before at a local bar. You and I don't know. You have to trust your employees and their managers. However, if some are taking advantage of that trust and not getting their work done, managers should be addressing these concerns with the employees. It sounds like some employees have been terminated for not doing their jobs well. This is sometimes a necessary evil. This may be an encouraging sign -- that managers are monitoring performance and responding appropriately to those who can't effectively perform their job.

Kudos to your employer for building a trustful work environment. Most will respect it but some will not.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.  

A missed opportunity for a compliment

Q: I work for a healthcare company on the south shore. Recently, a vendor asked me to schedule a time to come to our office to present an award. I explained that I would have to check with my director and asked the vendor to give me two or three dates that would work. We had had the same discussion last year. Evidently, the award had been given to my director to give to me. I never heard a word. I am now mentioned as a recipient for next year's award before this year's award has been presented. I would like to think that the workplace would benefit from this.

The question is, why would this recognition of the organization not be notable?

A: Thanks for asking this question. It sounds like you might be feeling a bit slighted and possibly rightly so.

In my opinion, this would be a good opportunity to share a kudos, high five or simple compliment. "Hey Kathy, ABC came in and dropped off this award for you. Let me explain why you received the award. Congrats!"

However, in some organizations, there are lengthy and detailed conflict of interest policies and guidelines. I am wondering if your director may have had concerns about a potential appearance of a conflict. If, as an example, you are a purchasing manager and this was a vendor giving you an award. This may be a potential conflict because it may influence your vendor selection decisions.

If you have no decision-making responsibilities around the selection of the vendor, then I don't see a potential conflict. Some companies are more rigid about this than others. Employers will sometimes say that any gift or award given by an outside vendor, to an employee, must be refused. Other will demand that any gifts, awards or other items of value must be disclosed. Sometimes there are monetary limits. For example, anything valued below $25 does not need to be disclosed but anything above a value of $25 should be disclosed.

Either way though it was a missed opportunity to give you a pat on the back. Even if your company has a strong conflict of interest policy, your director could have told you that you were a award recipient but you cannot accept the award.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section. 

Pizza Place Job and Time and One-half

Q: I am a college student and I work at a pizza place over the summer to make some money. I do mostly cashiering but sometimes I bus tables and clean up the kitchen at the end of the night. Sometimes I work long hours. When should I be paid time and one-half? I have heard about this but unsure when it applies to me. 

A: First, let me assume you are 18 years or older and are not covered by some of the laws which apply to minors (14-17 years old).

Based on what you have described as your job duties, it sounds like you are a non-exempt employee. This means you are entitled being paid overtime. If you work over 40 hours in a single work week, you are entitled to overtime pay (time and one-half) for each hour worked over 40. Also you should be paid at least minimum wage, which is currently $9.00 per hour. Effective January 1, 2016, the minimum wage will increase to $10.00 per hour.

If your hours exceed 40 hours in one week, then you should be paid time and one-half. Your manager though can adjust your hours though to keep you below that threshold. As an example, your manager may schedule you to work three 10-hour days and then ask you to work a six-hour day on Saturday to keep you below the 40-hour threshold. However, if you worked 12 hours on that Saturday, you would be entitled to receive two hours of pay at time and one-half.

The other law that would likely apply to you would be the Massachusetts law on meal breaks. You are permitted to take a 30-minute unpaid meal break if you work more than six consecutive hours. You can voluntarily waive this meal break but then you must be paid for that time.

The Attorney General in Massachusetts has a helpful site on wage and hour laws. Visit http://www.mass.gov/ago/doing-business-in-massachusetts/labor-laws-and-public-construction/wage-and-hour/.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Company Theft and COBRA

Q: I recently was terminated from my job. I was stupid. I used a company credit card to buy things for my apartment. I got caught. I plan to pay the company back. I thought I would be offered COBRA so I can continue my benefits. I was told by my HR Rep that I could not continue my benefits since my termination can be classified as "gross misconduct." Have you ever heard of this or are they playing hardball?

A: What an unfortunate situation. It sounds like you knew you should not be using the company credit card, but you did anyway.

Your HR Representative has shared accurate information. You can be denied COBRA, because of the reason for your termination. Many would agree that stealing from the company fits into the definition of "gross misconduct." Worse, your former employer may be pressing charges against you for theft and they will also very likely protest your claim if you file for unemployment benefits.

You may want to consider researching benefits options through the Massachusetts Health Connector, assuming you live in Massachusetts. The Health Connector offers a variety of plans through a variety of well-established carriers. The number for The Health Connector is 1-877-MA-ENROLL (1-877-623-6765).

You also may be able to access coverage another way. If you have a spouse or domestic partner, you may be able to join his or her plan since your termination is a qualifying event. A qualifying event can be anything from a divorce to a reduction in hours (which sometimes makes an employee ineligible for benefits).

Finally, my hope is that you have learned a valuable lesson. The decision to use your former company's credit card will likely haunt you for many years, particularly if your former employer decides to press charges against you.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Job Doc chat with Pattie Hunt Sinacole @ Boston.com on July 27

This week Pattie answered questions about what to tell your current employer when you go for a long interview elsewhere, should you quit one job before you have another one lined up, does an organization have to pay salaried workers more than once a month, how to highlight special experiences that are not necessarily work-related, and more. Read the full transcript here: http://www.boston.com/jobs/news/jobdoc/2015/07/monday_noon_job_doc_chat_with_31.html.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Burned Out and Miserable

Q: I am 50 years old and miserable in my job. My commute is long. My coworkers are negative. The work is repetitive. I feel like there is no meaning in what I do, other than making money for my employer. Is this it? Is this what the rest of the working world feels? I am burned out and miserable.

A: Oh no. I am sorry you are feeling so crummy about your current role. Although we all have our horrible days, this sounds like more than just one bad day here or there.

The rest of the working world does not feel like that, or I refuse to believe that most do! There are days that many of us want to tear our hair out, but it is not each and every day.

You need to develop a plan. Instead of feeling trapped, think about where else you would want to work and what else you would like to do. Is there anything you like about your current role? It sounds like the commute, the work on your desk and your colleagues are all areas that may need to change. Begin researching options.

Look at opportunities within a reasonable commuting distance or those which permit some type of telecommuting. Sometimes we never know if we will land with positive or negative colleagues but it is important to ask questions about culture during the interview process. Ask about employee turnover and if the company posts jobs and moves employees internally into new roles. Also you can visit sites like Glassdoor which sometimes can provide information about the inner workings of a company. Current and former employees can also share information about how the company works and the company culture. Do you have skills which may be transferable to another role or even another industry?

Developing a plan means writing it down. Committing to action items with deadlines attached. It means taking a critical look at your LinkedIn profile and making sure it has a professional photo and key words embedded in your experience and summary. Start connecting with new contacts every day.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Addressing Smokers Near a Workplace Door

Q: I work in an office park where most everyone parks in the rear parking lot of the building. I have asthma and cigarette smoke is a problem for me. When I leave the office mid-day for lunch, I have to walk by a group of smokers. This group usually keeps their distance from the building but they huddle near the back door if the weather is bad. We have told our HR Rep but she doesn't seem to do anything. Unfortunately our HR Director is one of the smokers. I am not the only one bothered. My employer is one of three tenants. What can we do because they are not smoking IN the building, just NEAR the building?

A: In Massachusetts, there is a law called The Smoke-Free Workplace Law. The law addresses smoking at entrances and exits of workplaces.

Smoking is permitted in an outdoor space if the space is physically separated from the enclosed workspace, if the space is open to air at all times and if smoke does not travel back into the workspace. The state law does not require smokers to stand at a specific distance from the workplace although there may be some local ordinances which may have such a requirement.

In your situation it sounds like smokers who "huddle near the back door" might be creating the most significant problem because smoke is likely traveling back into the building. Since your HR Rep has not been that helpful, I would contact your property management company. If your company is a tenant in the building, this would be the firm that maintains the building and ensures that it is a safe building for all. Secondhand smoke exposure is not just a nuisance but a safety issue. Explain to the property management company that there is an issue with employees standing too close to the back door while smoking. They may post a notice that requires people to stand a certain number of feet from the building. They may have their security team patrol the back door and be watchful of any problem behavior, asking them to smoke elsewhere.

For nonsmokers, it is difficult to be "hit" with that wall of smoke when you enter or leave a building. I find it happens less often than it did even 10 years ago but it still happens.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

"Slimy" co-worker needs a reference

Q: I received a reference call on a former co-worker. I don't know for sure but I think the guy was fired. He was very slimy and I think he used the company credit card for personal expenses. What is the protocol for returning such a call? Do I tell what I know? Do I just say he was a suspicious person but I have no proof? I wish he had told me he was going to list me as a reference. I would have asked that he not shared my contact info as a reference. We were not that close.

A: Your former co-worker has put you in a difficult situation. It sounds like his track record at your company was less than stellar. It is wise to ask a potential reference if they are willing to serve as a reference. Some people are not comfortable providing a reference, even for colleagues who are good employees.

You should determine if your company has a policy on providing references. Most employers request that these calls be directed to Human Resources (HR) and that you not return the call. This is particularly important if your former colleague was terminated. If he was stealing from your company, your employer may be filing charges against him. I would suggest that you pass the reference caller's information to HR and ask them to handle it. If you receive another reference call on him, I would suggest that you share your HR department's telephone number and explain that you are not able to provide a reference. When an employee steals from their company, an internal investigation is often launched to better understand what has been stolen, if others are involved, what controls should have been in place as well as how to prevent future thefts. If this former employee was given a company credit card and he used it for personal use without authorization, that is theft. Often times, if an employee steals once and is not caught, the theft continues.

You are smart to ask the question.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Job Doc chat with Pattie Hunt Sinacole @ Boston.com on July 6

This week Pattie answered questions regarding some of toughest parts of the hiring process, including how to properly write a resume, how to impress an employer with a cover letter, and how employers analyze your cover letter. She also tackled the important issue of how to deal with rejection from potential employers, how to build a network, and more... read the transcript here http://www.boston.com/jobs/news/jobdoc/2015/06/monday_noon_job_doc_chat_with_28.html

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Continued Tardiness After Winter Commute Hassles

Q: Over the past winter, I had many employees struggle with getting into work on time. I didn't confront the issues because I knew commuting, parking and the trains were horrible because of the snow. However, today is a beautiful day with no major traffic delays and not a flake of snow on the ground. I have noticed that my employees are still coming in 20-30 minutes late or more and no one seems to think it is a concern, except for me! It is now a pattern that I need to break. Have I let this go on too long?

A: This winter caused unprecedented travel hassles, especially for those reliant on the MBTA. Hopefully this coming winter brings us less snow and a more efficient MBTA!

It sounds like you were flexible over the winter months. Many employers had to be flexible since commutes were horrible. Many of us would have been fired if we were judged on our timeliness this winter. However, thankfully this winter is behind us and most employees should be back on track in terms of trains, buses, driving and parking. I would reset expectations with your employees. One option for your message is: "I tried to be very flexible with arrival times this past winter because of weather-related hassles. However, those problems should be behind us. I now expect all employees to arrive by 9am. I have noticed that many employees are not. Please plan your mornings and leave your homes earlier if needed."

After you have re-communicated expectations, you can now hold your employees accountable. You may have to begin disciplining employees if they continue to arrive late. However, at least you have given your employees notice that you are expecting them to be on time.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

How Vacation Time Works

Q: Can you explain to me how vacation time typically works at most companies? Do you have to earn it through the year and then use it? Does that mean most employees have to wait until December to take any time off? This seems crazy to me.

A: Vacation time is an optional benefit that many employers offer employees so employees can enjoy time off and re-charge their batteries. Hopefully after a vacation, the employee returns to the workplace refreshed, energized and ready to dive back into work.

In most states, including Massachusetts, companies can configure their own vacation benefit programs. Sometimes this benefit is offered to full-time employees only. How much vacation an employee is eligible for is often based on length of service within the company. Sometimes there is a waiting period before new employees can take their vacation time.

Most companies do not want all employees to take vacation during the month of December. In fact, sometimes there are situations when a manager must balance vacation requests with operational demands. Everyone cannot take the week after Independence Day as a vacation week. Usually seniority within the company is used as a way to decide who gets what week off.

Vacation time is typically earned throughout the year. As an example, Joe is an employee who has 3 weeks of vacation. Joe earns 1.25 days for every month worked. In April, Joe wants to take 2 weeks of vacation. However, Joe hasn't earned that time yet. Most employers would allow Joe to take the 2 weeks of vacation in advance of earning it. However, if Joe left the company before he earned the 2 weeks of time, the employer would calculate what he took for vacation vs. what was earned. In many cases, the employer would deduct (from his final paycheck) any vacation time that Joe did not earn.

To answer your question, many employers will allow vacation time to be taken before it is earned, assuming the employee will work the full year.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Joining a Board

Q: I am a senior-level woman running my own small business. I am eager to join a board. There is no roadmap. How do most board members get selected? Is it who you know? Or through headhunters? Or attorneys? Solve the mystery!

A: Good for you for asking. I think I can help solve the mystery! When we have a search for board members, we have used a variety of sources, including our own database, professional contacts and a number of professional associations. Often times boards are looking for a specific skill (e.g., accounting, finance, audit, marketing or strategic planning) to complement their existing board. Industry experience may also be on the list of requirements.

I consulted Laura Goode, Managing Director of, Kiradjieff & Goode, Inc., an executive search firms that specializes in recruiting board members for a wide variety of organizations.

Goode explains, "There is a growing trend for boards to seek out professionals with specific skills to fill their gaps. In addition, we are seeing more efforts on the parts of many boards to add women as many studies show that a company’s bottom line can be enhanced by having a more diverse board representation." Goode shares that board members are typically selected through a variety of sources including:

1. A referral by a current board member;
2. An introduction by an outside advisor such as a law or accounting firm;
3. Or, the organization decides to engage an executive search firm to help them define their particular needs and then conduct a broad-based search to identify qualified candidates who meet their specific requirements.

Goode recommends "touching base with all three sources and letting them know you are seeking a board position is a good place to start and keeping your activity level consistent will lead to you being successful."

Nonprofit boards are sometimes a smart starting point for those interested in becoming a for profit board member. Candidates for non-profit boards typically have a strong interest in the nonprofit's mission and community. Experience from a nonprofit board can assist a candidate in understanding how a board is structured and the responsibilities of board members.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

UI Designer Struggling with Job Search

Q: Several years ago I chose to change careers and become a UI Designer. I absolutely love what I do but I find myself unemployed.

I was laid off over two years ago. I've been searching ever since. I've had a lot of interviews, but no offers. Potential employers are impressed with my background and portfolio but I never make the conversion.

Everyone knows that the longer you are unemployed the harder it is to get hired. But I'm still getting interest from employers. I'm worried my age is a factor. I'm 41, which may as well be 141 in IT.

I've reworked my resume. Talked to recruiters. Networked. Aimed high. And aimed low. And still nothing.

I know I'm good at what I do. How can I get people to look past the gap in my employment, and my age?

A: You have identified a slew of potential concerns, which may or may not be the reason for your continued unemployment. We can't control your age but we can control how you present yourself and how you run your search.

A few thoughts to consider --
1. Re-look at your resume. Include just years of unemployment and drop the months. For example, if you worked at ABC Company, list the time you spent at ABC at 2010-2013, rather than December, 2010 - January, 2013. By using the years only, the gaps seem less significant.
2. During your period of unemployment, have you volunteered or worked in any consulting roles? If so, you can "fill the gap" with this experience. If you haven't, think about picking up some consulting work and/or volunteering.
3. Ask recruiters and hiring managers for feedback. Some may share it with you, some may not.
4. Get active on Linkedin. Check email every day, if not more frequently.
5. Network, network, network. Meet at least two contacts per day. Former colleagues, college connections, neighbors, etc. You are not just meeting with that person. You are meeting with that person and their entire network.
6. Spend more time in front of people, less time behind the PC. It is easy to hid behind a PC during a job search, especially if you are introvert.
7. Your full-time job is your job search. No painting patio furniture, no straightening out closets and no watching daytime dramas.
8. Send a thank-you note/email to every person who has met with you, whether for coffee or an interview.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Job Doc Chat with Pattie Hunt Sinacole @ Boston.com on June 1

This week Pattie answered questions regarding job applications, including application for different positions at the same company and how to change careers. She also answered questions about how to make friends in the office, what do about receiving multiple job offers and more...

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.
 

A Graceful Exit

Q: I plan to leave my current job in the next three months. I remember a former manager giving me advice about how to leave a job gracefully. I remember what she said at a very high level. Do you have any specific recommendations on how to leave a job in a professional way?

A: I have lots of suggestions! Leaving a role in a professional way is an important skill in a long and successful career.

1. Present a professionally written letter of resignation to your direct manager during a private face-to-face meeting. First, verbally communicate your decision to your manager and then explain that you brought a resignation letter with you.
2. Develop a transition plan. This plan should include what you can finish, and what you can't as well as the updated status of each of your work responsibilities. You should also think about who could handle some of your work responsibilities after your departure.
3. Give as much notice as reasonable. Two - four weeks is usually realistic for most roles.
4. Offer to answer questions throughout your notice period and even after you have left.
5. Let your manager take the lead on the communication of your departure. Hopefully your manager will handle this in a professional and appropriate manner.
6. Avoid talking too much about your new role. Some may interpret this as bragging. Others may interpret these conversations as "sour grapes," or a negative attitude. Keep answers to any questions short and succinct, but with a positive spin. For example, "I am really looking forward to my new role but I will miss the flexibility that I have enjoyed here."
7. After you leave your company, reach out to your former manager. Ask to meet for coffee or lunch. Your goal is to maintain a positive relationship with that person. Your former manager may be a future professional reference for you.
8. Maintain positive relationships with co-workers, vendors and others. It is a small world. You may be working with, or for, a vendor or a co-worker sometime in the future.

Finally, say good-bye to co-workers, vendors and others in a positive way. Make sure that leave a strong last impression.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.