Landing a finance role in 2017

Q:  I recently applied for several senior financial management roles.  I have experience at large, international organizations.  The roles I am currently interested in are roles working for smaller organizations.  Typically these roles are working for entrepreneurial start-up organizations.  I am not getting any responses apply online.  I have attached my resume for your review.  Any advice for me?  My New Year’s resolution is to land a new job.

A: Your resume looks quite strong.  It is well-organized and follows a logical format with no gaps in your professional work history. It describes much of what you have accomplished.  It is easy to read with no typos or spelling errors.

However, there is one yellow flag on your resume.  You use words that may scare an entrepreneurial start-up.  Words like “executive” are rarely used in start-ups.  Also, the title “CFO” may turn off start-ups.  Start-ups typically want to hire individuals, even at senior levels, who can roll up their sleeves.  Sometimes even the senior-level financial leader in the organization may help process accounts receivables or payables, especially in the early days.  Start-ups often are eager to hire individuals who don’t need a large team to run the financial side of the business.

If you are targeting smaller organizations, you may want to emphasize your “hands-on” work style or that you are able to run a team efficiently and cost effectively.  You might want to emphasize that you are ok with working for an organization with limited resources.  You may want to remove the word “executive” and replace it with “leader” or something similar.  Entrepreneurial organizations have less of a focus on hierarchy and more of a focus on getting the work done.

Large company names can also scare smaller organizations, because of compensation expectations. Smaller organizations may pay less than larger organizations.  If a hiring manager reads a resume with international experience, a CFO title and the word “executive” used repeatedly, you might be passed over.  Instead the hiring manager may gravitate to candidates who has start-up experience, use titles like finance leader and focus their accomplishments on introducing and implementing systems and processes at a place, where previously there had been none.

Take a critical look at your resume and compare to job descriptions or postings available online, with a focus on roles for smaller companies.  My guess is that you will see that your resume reflects verbiage used more commonly in larger companies.

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.

No year-end bonus

Q: I was just told that I would be one of the few employees not receiving a year-end bonus this year.  Historically my company rewards employees with a bonus in January, based on the prior year’s performance, both company and individual.  Our company did well, and I think I did ok.  Do you have a recommendation on how I should approach my manager?  I am angry that I was led to believe I was going to get a big check in January.

A: Many companies offer bonuses, which are based on overall company performance as well as individual employee performance.  It sounds like 2016 was a successful year for your company financially.  However, I am guessing that your individual performance did not meet an expectation or a standard, probably set by your manager.

Think back on the past year.  Were there goals that you did not meet?  Did you receive any signals that your performance was not up to par?  Did you and your manager have any serious conversations regarding deadlines missed, careless errors or not being a productive member of a team?  Usually there are signals, but sometimes managers are reluctant to confront performance issues.  Often times, ignoring a performance concern is a poor path in the long term.

First, take some time to think about the past year and allow any anger to subside.  Then, I would suggest requesting a face-to-face meeting with your manager.  Summarize your performance over the past year.  Ask for feedback on what you did well and also what you didn’t do well.  Ask how the bonus payouts were determined.

After this meeting you will have a sense of your manager’s perception of  your abilities.  Does your manager have confidence in you, or not?

Only you can make the decision whether you can continue to work for this manager and this company.  If you feel that you have been short-changed, only you know if you would be able to move on from that feeling.  Some employees are able to rally and improve upon their individual performance.  Others struggle and leave the company, looking for a better fit for their skills and their interests.

One final comment: because you have received a bonus in the past, does not mean you will always receive it in the future.  Companies often use individual performance as a criteria for awarding bonuses. You should never assume.

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.

Camp Director career path options

Q:  I am a college senior, graduating in May, 2017 with a major in Exercise Science.  For the past ten summers, I have been a camper, then a counselor at an overnight camp.  Camp changed my life.  I hope to one day be a camp director.  What is the typical career path for camp directors?  Are those roles seasonal or year-round?  Is housing provided?  What are the ideal qualifications?  Does my degree work for this type of role?

A: A summer camp experience is often a life-changing experience.  Many overnight camps are magical places, where campers experience incredible personal growth.  Campers are exposed to new challenges almost every day.  Maybe a camper tries horseback riding for their first time.  Maybe it is the first time a camper lives in a cabin with 10 other kids.  Or maybe it is the first time that they have been away from home, other than a sleepover at a friend’s house.

I consulted John Tilley, Executive Director for YMCA Camp Coniston in Grantham NH.  Tilley and he explains that many camp directors are “homegrown,” meaning that their love of overnight camp began as a camper.  Some campers are passionate about their camp experience and are promoted through different leadership roles, ultimately landing in a camp director role.

Other camp directors may begin in “multi-seasonal” positions, according to Tilley. During the school year they will work with conference and school groups visiting camp, often instructing nature lessons, group building activities, and general camp administration. Housing and food are typically provided for staff in these positions and they frequently lead to full-time employment. A candidate may think of this as a paid internship.

Tilley says that your degree would work fine for a camp director role. Camp directors hold undergraduate degrees but specific majors are less important than the totality of a candidate’s experiences.  In short, your camp experience may be a more important qualification than your specific degree.  Tilley offers “camping, by its very nature, is experiential.”

Directing a camp is running a small- to mid-sized business. Ultimately a camp director must understand all facets of business, including budgets, facilities management (e.g., maintenance and construction) and communication with almost every demographic, from a tearful eight-year old to an exuberant grandparent.  The ability to work with others, as well as managing a diverse team, are both required skills.

A willingness to relocate can be important. Although the New England area offers many overnight camps if you are open to moving anywhere your opportunities for career growth may be enhanced.

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.

Networking tips for an introvert

Q:  I am introvert.  I have been told to network.  How does a network introvert?  It is so anxiety-producing!  HELP.  The thought of walking into a giant room of strangers has me feeling sick.

A: Networking is still a critical part of the job hunt puzzle.  According to a recent US Bureau of Labor Statistics report, about 70% of new jobs are still found through people who the job seeker knows.  Most outplacement firms also share this statistic to the job seekers with whom they work.  Networking is important.

Knowing that networking is essential to your job hunt, how does an introvert network?  Here are some tips.

1. Hold yourself accountable. LinkedIn and your PC are useful tools. Make sure though you don’t spend all of your job hunting time behind a screen.  Aim for 75% of your time as networking time, while about 25% should be spent online.  Simple math means about four days of out of a work week should be spent networking!
2. Update your LinkedIn profile A photo, a complete job history and a few recommendations are the bare minimum.  Your network of contacts will likely find you on Linkedin at some point in time.  To gain confidence, start small. Ask a neighbor for coffee. Invite your brother-in-law out for a beer.  Remember, it is not just the person in front of you that could be helpful.  It is their entire network of contacts.
3. Consider events like meet up and other professional networking groups like the Acton Networkers  (www.actonnetworkers.com) and the Hopkinton Networkers group. Everyone is in the same boat. With a shared purpose, others will be empathetic and helpful.
4. When you enter a large room at a networking event, don’t strive to shake every hand. Instead your goal should be 3 to 5 strong and meaningful contacts.
5. Print business cards! They make it easier to approach a stranger.
6. Practice your pitch. Jot down a 1 to 2 minute pitch.  Your pitch should include who you are and what type of job you hope to land.  Practice, practice and then refine and practice again.
7. Send a thank-you note after every meeting.  An email thank-you note is fine in most instances.  People will remember that you sent a note.

Finally, after you land a job, be sure to be willing to connect with others who are job hunting.  Someone, some day will ask you how you landed your job.  Take the time and share what worked and what didn’t.  You will have some real-life experience to share!

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.

Responding to a written warning

Q: I recently received a written warning, which listed several “areas requiring action and attention” at work.  Am I doomed?  Should I just pack it up and resign?  Do employees ever get a second chance after receiving one of these?  I am humiliated so I am guessing I should just look for another job where the standards are looser.

A: A written warning is often used to alert an employee to ongoing concerns regarding the employee’s performance.  I don’t know what “areas are requiring action and attention,” but your written warning may give examples.  If the documents shares examples, it might be useful to think back to those specific situations and brainstorm what you could have done differently.

Sometimes a written warning is an attempt to bring the employee’s performance back to an acceptable level.  Sometimes a written warning is a step intended to send a strong message of “you are very close to being terminated.”  I have seen a written warning used in both situations.

I would review the written warning carefully and think about the contents and how you can improve.  If you believe that this role and this company is a good fit for your skills and career interests, you should make a genuine effort to improve.  If you feel that this is “just a job” and you don’t have any serious interest in this industry, it might be an opportunity to explore other roles with other companies.  However, I would still urge you to think about the contents of the warning.  If the warning mentions general work habits like punctuality, listening, working on a team, following instructions, etc., then these same work habits would very likely be expected in your next job.

I am concerned that you were hoping for a job where the job standards are “looser.”  Companies hire employees to add value.  Adding value might be creating a product or delivering a service.  If an employer assesses your performance and determines you are not adding value, then they have to make a decision on whether to continue to employ you or not.  Most companies make decisions based on the facts associated with a situation.  Some are not as ethical.  Either way, don’t only consider a job if the job requirements are “looser” than your current role.

A written warning can contain harsh feedback, but sometimes it may be warranted.  Listen to the feedback.  It may be harsh but it may be helpful to your career development too.

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.

Casual dress is sometimes too casual

Q:  Our company struggles with dress code issues.  Most employees dress appropriately, but we have some employees who dress for a night out and some who dress in flimsy little camisoles (even in cold weather) and think that is appropriate clothing for an office.  I consider a camisole an undergarment.  We don’t have an HR function or an employee handbook.  Supervisors are not sure how to approach the issue.  How do deal with this as we grow?

A:  Many companies have evolved from suits and ties to business casual.  Business casual can be interpreted many different ways by many different people.  Additionally, business casual can even vary from employer to employer.  One employer may view golf shirts as appropriate while others view golf shirts as too casual.

Guidelines can be helpful because they set expectations for what is acceptable and what is not.  A written document or policy can also be beneficial because it minimizes confusion if all are reading the same set of guidelines.  Although a written policy will likely minimize confusion it may not eliminate your concerns entirely.

My son, Dan Sinacole, is a student at Hopkinton High School.  His school has established guidelines based on what they call the “Six Bs.”   The Six Bs summarizes what body parts or clothing should be given an extra look before a student walks into the school.  The Six Bs includes bellies, butts, breasts, bras, boxers and backs. Some of our clients have adopted the Six Bs because it doesn’t outlaw one piece of clothing but it is an easy checklist to think about as you are planning your outfit for a work day.  Dan says that the school dress code should be “common sense” yet he also agreed that some students (and people in general) struggle with common sense.

The 6 Bs might be effective in some companies but other companies might have even stronger dress codes.  Some employers still require professional dress, including suits, ties, dresses, etc.  Law firms, in particular, are often still fairly formal in their dress codes.

I think what is most common today is most offices is a business casual dress code.  However, in some industries, when face-to-face client contact is required, the dress code might have to revert back to more formal business attire.

When I coach candidates and employees on career issues, I suggest that they consider dressing at the level to which they aspire.  In short, dress like a manager if you hope to become a manager some day.  How you dress in the workplace matters.  You don’t want to be that employee that is known for inappropriate dress.

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 develop contacts after re-locating

Q: I moved to Boston about six months ago and I think I have made a mistake.  I am terribly homesick and have not made a lot of friends.  I have relatives but they are in NY, which is further than I thought. I did receive a sizable amount of relocation money from my current employer.  What do I do?  I fear that they will be very angry if I return to Dallas.   My company needs my services badly, since I am a software developer.

A: Thanks for submitting your question.  Dallas to Boston is a big move, especially if you are single and didn’t have a lot of pre-relocation contacts.  However, there are ways to develop contacts and feel more connected to the city and all it has to offer.

First, you probably hold an undergraduate degree.  Contact your local alumni association.  Most alumni associations have chapters or at least informal groups within the Boston area.

Second, become more involved in your professional community.  Connect with other developers.  Join a professional association.  These contacts will be helpful both professionally and personally.
Third, volunteer.  Explore volunteer opportunities.  Walk a dog from a local shelter or sort cans and boxes for a local food pantry.  I guarantee your heart will be fuller and your network of friends will be broader.

Fourth, join a club.  Maybe you are a chess player or maybe you ran track in high school.  Either way, there are clubs that will help you get out of your house and connect with others.

Fifth, explore meetup.com.  Meetup.com is a site which connects people who share common interests.  There are meetups that connect people who want to learn how to dance the salsa and meetups that connect people who own Boston Terriers.  You can also form your own meetup group.

Finally, invite friends and family to your new city.  Take them to a museum and out to dinner.  It will force you to learn a bit more about Boston.

Be careful of isolating yourself.  Get out.  Don’t sick behind a PC on weekends and during the evening.  If you feel like you have made a genuine effort to develop a network of friends, and you are still homesick, it may be time to re-evaluate your move but give a bit more time.  Please consider making a greter effort and giving Boston a chance.  Developers tend to be introverts.  There is nothing wrong with being an introvert.  However, it is important to take a risk and connect with others face-to-face.  Set a goal and hold yourself accountable.  Maybe your goal is to volunteer twice between now and year-end.  Or attend one alumni event in the next 30 days.

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.

What do I mean by “invest” in a Linkedin profile

Q: Recently I heard you speak at a workshop.  You mentioned that it is smart to “invest in a robust Linkedin profile.”  What does that mean?  Do I have to pay for a profile?  How do I get started?

A: I am so glad you asked!  I love talking about Linkedin and the ways it can help job hunters.

Linkedin is a professional netwowrking tool.  More recruiters are scouring Linkedin for candidates.  You do not have to pay a fee to Linkedin to create a profile.  You do  not have to pay someone to create a profile for you.  You can build one yourself.  By invest, I meant to invest time and energy in building a Linkedin profile.  Now what do I mean by robust?

Here is what I mean by robust:

1. A professional headshot is a must on Linkedin. Profiles with a photo get a longer look. You don’t necessarily have to hire a photographer, however it shouldn’t be a picture of you at the beach either.
2. Populate your profile with key words. Often recruiters are using key words to find candidates. Make sure that your profile is filled with key words that will land you at the top of  search.
3. Fill out the profile completely. Add volunteer experience. If you know Spanish fluently, say so.
4. Keep it professional. I have three good-looking rescue dogs. They are not featured or mentioned on my Linkedin profile.  It is not Facebook.
5. Look at profiles of others. What do you like about the other profiles? What do you dislike?  Learn from the other profiles, especially ones that are in your industry.
6. If you are openly job hunting, you can include your resume.
7. Include your contact information. There is nothing more frustrating than finding a great candidate, only to find dated or non-existent contact information.
8. Add links to relevant sites, especially if you have a website or an online portfolio.
9. Complete your education. Sometimes recruiters search for certain colleges. Make sure that your college is listed.
10. Recommendation are helpful. Ask a former manager or supervisor for one. Try to have at least three or four.
11. Join relevant groups on Linkedin. They may be related to your alumni association, career interests or geography. Sometimes recruiters search for candidates within a specific group.  You can move in and out of groups over time.
12. Check your Linkedin profile periodically. Update it and keep it fresh. Like your resume, your Linkedin profile should be keep current.

Linkedin is often view at a database of candidates by recruiters.  Make sure that your profile represents your background, education and career interests in a professional and complete way.

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.

Guidelines for work-related social events

Q:  Recently, we had a summer outing where all employees were invited to a beachside cookout and bonfire.  Most of our employees and family members had a great time.  There were a few employees and guests who, in my opinion, had too much to drink and behaved stupidly.  I haven’t heard of any inappropriate behavior but I do worry about having another type of event where alcohol is served and people are driving.  Do we ban these events altogether?

A:  Work-related functions can be tough to navigate for some.  Guidelines for what is acceptable and what is not acceptable can help.  Sharing some ground rules for behavior, in advance, can be effective.

Those in leadership roles often set the tone for these events.  If a senior leader consumes a lot of alcohol and behaves unprofessionally, others tend to assume that is the norm, and begin to think that excessive drinking is acceptable behavior.

Many companies have moved away from “open bar” type of events and instead offer a one or two drink tickets.  Others make arrangements in advance for taxi vouchers or alternative ways of getting employees and guests home safely.  Some companies hold events at hotels and reserve a block of rooms at a discounted rate so employees don’t drive home impaired.  Alcohol-focused events are a challenge for some, especially those who may struggle with addiction.

Still other companies have celebrations where there is less of a focus on alcohol and more of a focus on an activity or an event.  I have one client that has a pot luck celebration every year and employees vote on the tastiest dish served.  I have another client who has a family fun day for employees and their families.  At their family fun day, this client offers activities like face painting, pie eating, hay rides and pumpkin painting.  I even have a few clients who have moved away from the evening events and host luncheons, brunches, lunch-hour harbor cruises or the like.  Some of my clients have decided have to eliminate employee celebrations altogether, and instead ask employees to participate in some type of charitable event (e.g., working in a food pantry or cleaning up a local park).

No two companies are exactly alike when it comes to employee events.  However the safety of employees and their guests should always be considered.

Companies offer these types of events to show appreciation for their employees.  It is also a way to get to know colleagues in a different, more social setting.

Banning social events seems like a severe decision.  However re-thinking the type of event may be wise.  Discussing ground rules in advance may also be a way to better set expectations.  Company events are not like college reunions.  Your question is particularly timely since many companies are planning their holiday or year-end functions now.

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.

Honoring a verbal commitment

Q: I have been with my current company for seven years.  I was recently promoted to a sales rep for a region.  I have been in this role for six months.  The first three months, my company provided extensive sales and account management training to me.  I was told that the training cost the company thousands of dollars.  I am finally functioning pretty independently.  When I accepted this position, I gave my word that I would stay in this position for one year at least.  However, there is a competitor who has tried to get me interested in a new role within their company.  I am flattered but I am torn.  How would you handle this?

A: Careers are full of twists and turns.  Good for you for remaining employed with your current company for seven years.  It sounds your company values your hard work and has rewarded you with a recent promotion.  Additionally, your company has made an investment in your professional development by providing extensive training.

When a competitor comes knocking, it is indeed flattering.  There is no harm in talking to the competitor.  You may learn some new information that could be useful to you in your current role.  It is always helpful to have a contact elsewhere so if your role or career becomes uncertain, you have options.  However, your situation is a bit different.  You have been with your current company for seven years.  You were recently promoted and you gave your word that you would remain the current position for one year.  Your word is important.  Your current employer also invested quite a bit of time and money into developing your sales and account management skills.  I, personally, would have a hard time, ethically accepting another role within the one-year time frame.   Again, it can’t hurt to talk to the other company but I would think seriously about making a job change after you had given a one-year commitment to your current role.  I know you did not sign a document , but your word and your reputation are both important.

If you do talk with your competitor, I would be gracious and thank them for approaching you.  At some point in your career, the contact at this competitor may be a valuable contact for you.  I would explain that the timing is not ideal though.  Hopefully they will understand your dilemma and respect your decision and your integrity.

Finally, you know your current company.  You know the internal workings, the culture, the customer base, the sales process and the product or service.  There would likely be a learning curve if you joined the new company.  There may be surprises with a new role in a new company.  Keep the connection and remain in contact with this competitor.   The world is an uncertain place and it helps to have well-placed connections.

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.

Networking advice for a CPA

Q:  I am told networking and professional relationships are important for my career.  I am a newly minted CPA, an introvert, but a very competent professional.  How do you suggest that I network?  What are some good first steps?

Professional relationships are a major ingredient of a successful career.  Introverts face an even greater challenge networking.  But that doesn’t mean you don’t network.  However, it may mean developing a more planned and deliberate approach to networking.

Start slow and small.  Work to build your confidence.  First, invite a former co-worker or college roommate to lunch or coffee.  As you continue to network, your confidence will grow.  Don’t expect an immediate return from each and every meeting.  Invest the time in the relationship and the business will come.

USA500 is a regional community of trusted advisers.  Many of USA500’s members are CPAs, who are eager to network and build meaningful relationships.  Although one of the primary goals of USA500’s mission is to increase commerce for members, the network also provides a robust “rolodex” of resources for your clients.  David Yas, the President of USA500 shared his philosophy on networking.  “The myth is that you need to ‘simply get out there.’ It can be both daunting and counterproductive to try to produce results from a hodgepodge of cocktail parties and committee meetings.  Instead, make a simple goal of two to three meetings per week where you can have business discussions with others. Then keep track of the follow-up. The easiest place to start is with people you know well. ‘Jane, can we grab coffee this week? No big agenda, but I would like to talk about ways we can help each other professionally.’ That low-pressure approach can yield multiple introductions. And your network, slowly and steadily, begins to grow.”

LinkedIn is a valuable networking tool and can help with in-person networking.  However, it does not replace in-person networking.  In-person meetings are still more valuable than a LinkedIn connection.

I would suggest that you establish a networking goal for yourself.  It might be three networking meetings per week or perhaps five networking meetings during the summer months but none during tax season.

After launching my business more than 15 years ago, I still hold myself to networking goals.  I have a LinkedIn networking goal of 3 to 5 new connections per week.  Regarding in-person networking, I attend at least one group networking event per month and meet at least 5 new contacts per month (in-person).  Since my summers are typically quieter, I often with attempt to do more of my networking over the summer.  I also find that many are more willing to meet over the summer, since traffic seems to be lighter and schedules seem to be less demanding.

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. 

Check email and voicemail frequently if you are looking for a job

Q:  I applied for a job 2 weeks ago and heard nothing for about 2 weeks.  During that time, I checked my email and voicemail 1-2 times per week.  I was networking a lot and unable to access my desktop.  When I returned to my desktop last Sunday, I found 3 emails and 1 voicemail from a company.  I called back immediately and also replied to one of the emails.  I received a terse email back from the inside recruiter telling me that they filled the role already and tried to reach me several times.  This seems wrong.  Can you comment?

A:  Many of us work with hiring managers who, once they receive the approval to hire, move ahead like lightning.  Often times, the hiring manager has had to present a business case on why the new hire is needed.  When the role is finally approved, the need is now long overdue and hence, very urgent.  Also, sometimes recruiters are evaluated based on time to fill an opening.

There is a lesson learned here.  Job seekers should be checking email and voicemail once per day (at least).  It is not unusual for recruiters to work a few hours over the weekend, so that includes Saturdays and Sundays as well.  Most recruiters expect candidates to have cell phones, which would make checking a voicemail or email a simple task.  Even if a cell phone is not available, a daily check if your landline and email is a must.  I would even recommend checking email and voicemail at least twice daily if you are searching for a job.

Responding in a timely manner also signals that you are seriously interested in a role and a company.  When a candidate does not respond immediately, it feels as if there is less interest in the role.  From my desk, it is absolutely a positive sign when a candidate replies quickly.  Although rare, sometimes a client will be so impressed by a candidate presented early in the process, that the company will cancel all interviews with additional candidates.  Again, although it is unusual, it does happen.

If you don’t have a cell phone which provides access to your emails, that might a be reasonable investment for your job search.  If you are tied to your desktop, make sure that you are checking your email at least once per day.  Ideally, I would suggest checking your email at least 2-3 times per day, especially if you are actively searching for a new job.  Most voicemail systems allow you to call in remotely and check voicemail remotely.  I would suggest checking voicemail at least twice per day too.

I think the expectation from a recruiter is that candidates would reply to an email or return a phone call within 24 hours (maximum).  It sounds like you were only checking emails and voicemails a few times per week.  The recruiter was probably very interested in your background (based on the number of attempted contacts) but may have ended up feeling frustrated because he or she was unable to reach 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.

A company acquisition may translate to a change in employee benefits

Q: When I was first hired by my company I was promised a list of generous benefits.  My company was just acquired by a larger firm.  We have been told that many benefits may change as of January 1st.  Rumors are rampant.  I accepted my first role with my current company and benefits were a big part of the reason I accepted the offer.  What can I do?

A: A company acquisition can be a challenge for all involved.  The acquiring company will often strive to integrate the new company.  Often the goal is consistency across the consolidated enterprise.  Policies, procedures and practices will all be reviewed and some change is inevitable.

Few companies have the same benefits year after year, even without an acquisition.  Companies typically assess employee benefits annually right before their annual open enrollment for benefits.  An employer may evaluate utilization, costs and the employment market to ensure that their benefits offerings are attractive to employees and candidates.

Usually there is fine print which may give you a hint that the employer can change benefits at any time. When we write or edit employee handbooks or benefits communications pieces, we often add a statement such as:  “ABC Company reserves the right to modify this handbook, amend or terminate any policies, procedures, or employee benefit programs.”

If you are concerned about possible changes to your employee benefits, it may be wise to raise your concerns now before any final decisions are made.  I would suggest communicating your concerns to your Human Resources Representative in a professional and thoughtful way.

With any merger or acquisition, there is almost always change.  In my experience, it is a mixed bag — some of the changes are a positive for employees, while there are negative changes as well.  Rumors can be unreliable.  It is better to ask a company representative, who has some subject matter expertise, for an update on any upcoming changes.

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.

Traits for successful entrepreneurs

Q:  The corporate track isn’t right for everyone.  In your work, what do you see as the required traits of successful entrepreneurs?  I think I would be nervous, but excited about starting my own business.  I am a senior in college now and can’t see myself in a very traditional company. 

A:  It sounds like you have the entrepreneurial bug!  Starting a business is fun, frightening, exciting, exhilarating and nerve-wracking.

Many entrepreneurs have grand ideas, which are just that — grand ideas.  Turning a grand idea into a profitable business can be a challenge though.

I am lucky in my role.  I have been able to work with many successful entrepreneurs across many industries.  I think the “must have” traits for a successful entrepreneur include:

• focus/determination/tenacity – able to focus on your business, and be determined in launching and building your business
• strong work ethic, WIT (whatever it takes) – few successful entrepreneurs are able to get it all done in 40 hours in a single week
• resilience/grit – able to pick yourself up after a setback and work through tough issues (few successful ventures are easy)
• understanding that missteps are part of the journey – failing is part of it, no journey is a perfect upward trajectory
• adaptable – flexibility in changing your path, based on what your customers tell you
• business development/networker – a pipeline of new business is key to most entrepreneurial ventures
• able to execute – taking an idea and putting a plan in place
• experience in the industry – knowing your industry and your marketplace will give you credibility
• listening skills – others will give you advice, you may not always agree, but always listen
• passionate – although an overused word in business, being passionate about business keeps you energized

I consulted Jon Carson, serial entrepreneur and CEO of CollegeVine and Carson added, “Entrepreneurship is often over-glamorized as there are many more losers than winners.  It’s pretty risky to go out on your own unless you have an idea you are truly passionate about getting strong response from the market with paying customers clearly in sight.  Unless you have that I would do it the old-fashioned way and work on it nights and weekends, preferably with a partner.  The best course for you to take may be to find a great early stage company getting traction and learn the ups and downs on somebody else’s nickel.”

Good luck in finding the best path for 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.

Can you “undo” an email sent in anger?

Q: I recently applied for a job that was posted online.  I participated in several interviews.  After several interviews, I was told (by email) that another candidate was selected for the role.  In the email, the recruiter told me that the company would keep me in mind for future openings.  I was annoyed and replied “Thanks but no thanks.”  Then, several weeks later, the same role has been posted.  I realize now I should not have emailed that reply.  Is there a way to undo this?  I was really angry that I had not been selected because after three interviews, you think you have the job.  Now what should I do?

A: Oh no.  When I talk with job hunters, one of my pieces of advice is to avoiding burning bridges.  Usually this means leaving a company in a professional manner.   Although you may have had disagreements with your former company, manager, coworkers, etc., it is important to share your concerns in a professional way.

The same holds true for when a candidate is not selected for a job.  Even though you may be hurt, angry, annoyed, insulted or irritated (and sometimes all of the above!), don’t share that with a prospective employer.  Instead, express your displeasure to your spouse, partner, parent, therapist, dog, cat or parakeet.  The most appropriate response would have been something like: “Jane, thanks for getting back to me regarding ABC’s decision to hire another candidate.  While I am disappointed, I remain interested in future opportunities with ABC.  May I contact you in a month to inquire about other roles at ABC?”

Companies make hiring decisions every day.  Those candidates who leave a positive impression with a company are sometimes considered for other opportunities, either with that company or through that recruiter.  There have been times, when I have had a client reject a candidate yet I can then present that candidate to another client.  Sometimes, the candidate gets hired by the second client.  Yet, I would never present the candidate to the second client if the candidate behaved in an angry or unprofessional manner with the first client.

It is important to avoid burning bridges.  It almost always comes back to haunt you in the job-hunting process.  It is a tough lesson to learn, but now you know responding when you are angry is almost always a bad idea.  Instead, let your emotions stabilize, and the respond.

It is difficult to “undo” a sent email.  You can reach out to the recruiter, but I would be surprised if they gave you another opportunity to interview with the company.

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.

Understanding options after a job elimination

Q: I have a question and was wondering if someone can help me in answering it.  I was recently told that my position was being eliminated at one of the big four accounting firms.  I was told that they are going to look in another city in the country to staff my position out of.  I was not offered to relocate or to apply for this position but asked to help train my replacement.

I am an employee at will and not sure if this is legal or not, could someone help me in understanding my options?

A: It sounds like you are in an unfortunate situation.  First, I have to make the assumption that you work in Massachusetts.  Employment laws differ between states, and there are significant differences between states with respect to employment at will.

Most employees within the US, and in Massachusetts, are employees at will.  Employees working in an at-will arrangement, do not have an employment contract.  An at-will employment arrangement gives both the employer and the employee the ability to end the employment relationship at any time. In your situation, since you are an at-will employee, your employer can terminate your employment at time.  However, your employer still needs to be careful of other employment laws.

If you are at-will, your employer does not have to find you another role in the US.  They also do not have to offer you relocation.  However, that does not mean you cannot ask about open positions elsewhere and if they would offer any type of relocation assistance.  Although not legally required, I would also ask about severance if you do not remain employed with your company.

Employers still need to exercise caution when terminating employees.  If an employee participated in a protected activity like whistle blowing, and then was terminated, this termination could certainly face legal challenges.  Terminations should also be reviewed to ensure that the termination is not based on an employee’s membership in a protected class (e.g., age, race, color, etc.).  Also, a termination could face legal challenges if the employee was on a job-protected leave or the employee participated in an investigation of a discrimination complaint.

Employees are terminated for a variety of legal business reasons, including a company’s financial performance,  moving a company’s operations, outsourcing a function, or a change in business strategy.  However, a careful analysis should be performed in advance of a employee termination.

For more information about Massachusetts laws and employee terminations, visit http://www.mass.gov/courts/case-legal-res/law-lib/laws-by-subj/about/termination.html

You may contact an employment attorney to review the specific facts around your termination.  One resource that may be helpful is the Massachusetts Bar Association’s Lawyer Referral Services (www.masslawhelp.org).

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.

Help for those who need a fragrance-free workplace

Q:  I have moved into a new role within my company.  There is a woman who wears an excessive amount of perfume who sits very close to my new cubicle.  She also has plug-in air fresheners within her cubicle.  I have noticed that my migraines react to certain strong fragrances.  Right now I avoid that area, however I can’t avoid her forever.  How do I gently her encourage to reduce the fragrances in her area?  I am not her boss but I am her peer.  Others joke about it but it’s not a joke to me.

A:  Fragrance sensitivity issues are now a more commonly discussed topic within our workplaces.  Those will allergies, asthma or other respiratory disorders are often especially concerned, as fragrances can be detrimental to their condition.  Those who suffer from migraines can also be affected.

Many employers have adopted a ban on fragrances in the workplace.  The American Lung Association has a sample Fragrance-Free policy on their website (http://action.lung.org/site/DocServer/fragrance-free-workplace.pdf).  Employers can use this policy as a starting point or as a template for their own policy.  It is a bit more difficult to ask visitors to comply with such a policy but most will comply if they are aware of the policy in advance.

Many employees wear colognes, perfumes and other scented products without ever intending to cause harm to another person.  However, these products can adversely affect another person’s health.

Ask your employer if they have considered issuing a fragrance-free policy.  Some health professionals have compared fragrance-free workplaces to that of smoke-free workplaces.  I expect that we will see more employees asking employers for workplaces which are free from excessive fragrances.  Health care environments, in particular, are at the forefront of this movement.

It is difficult to ask another coworker to change their habits, like their use of perfume or body lotion. However if they understand how the use of these fragrances impact others, this may help them appreciate your concerns.  You can also speak to your Human Resources department to ask your co-worker (and maybe even others) to limit their use of fragrances, air refreshers, etc. in the workplace. Additionally, some employers are asking their janitorial service to use fragrance-free products when cleaning offices.

For more information about chemical sensitivities, visit The Chemical Sensitivity Foundation at chemcialsensitivefoundation.org.

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.

At resignation, how final wages are calculated matters

Q: I just quit a job and received my final paycheck and noticed it was a lot less than expected. I was owed one week of work pay and pay for six vacation days that I earned but did not take. When I reached out to the company to ask, they informed me they prorated my final check and are calculating it by taking my bi-monthly salary and dividing it into how many total days in my final pay period. I tried to explain to them that I believe it should not be the total calendar days in the pay period (15), but how many working days (11) as this is a salaried position, 40 hours, Monday-Friday job and I did not work seven days a week. They also used this calculation to get the day rate to pay my vacation day payout.

The way they calculated it seems to artificially lower my daily rate, but they claim this is how their payroll company has always treated salaried employees and have so for many years. They claim to not understand what I’m talking about when I politely explain the error.
Is this normal for companies to calculate prorated salary and vacation time in Massachusetts? What should I do?

A: You have raised a good question, which we have responded to before in our column.  Unfortunately this same issue pops up again and again!

It sounds like your employer is miscalculating your final pay as well as your final vacation pay.  The result is an underpayment to you.

I contacted Attorney Valerie Samuels, a partner in the employment law practice with Posternak Blankstein & Lund in Boston.  Samuels explains: “Assuming you are an exempt employee paid on a weekly salary, and that your salary typically covers a five-day work week (even if you sometimes work more or less), you should have been paid for 11 days.  Accrued vacation time is also considered wages under Massachusetts law. The correct calculation would be to divide your weekly salary by five (based on a five-day work week), in order to determine your daily pay rate, then multiply that amount by eleven. You should have been paid that amount minus normal tax witholdings on the next regular payroll.  If you had been terminated, and not resigned, your employer would be required to pay you immediately upon termination.”

Samuels said that you may collect mandatory treble damages under the Massachusetts Wage law if you are not paid in full by the first regular payroll after your resignation. You may also receive payment for any attorney fees you incur in collecting the money.  Another option, and it may be an easier alternative would be to file a wage complaint with the Massachusetts Attorney General. This can be done online and without an attorney.  The Attorney General’s office will help you recover the proper amount due to you, but probably not treble damages.

A third option is to share this blog post with your former employer and give them the opportunity to make it right before you take further steps!   They need to begin calculating these wage payouts correctly.

It does not matter whether this error was intentional or not.  Employees have the right to prompt payment of wages owed to them.

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.

No feedback after internal job post

Q:  I recently posted for a job internally.  Another employee was selected.  I never heard back from the hiring manager or the internal recruiter explaining why I was not selected.  Is this typical?  I would like to know why so I can learn from this experience.

A: In general, companies post open positions internally to encourage employees to advance into new roles within the organization.  Employers are then able to retain talent and institutional knowledge (fancy words for the way the company works!).

Employers have different policies and practices for their internal job posting systems.  Most employers don’t post every single job.  However, many companies post many open positions, because job posting systems are an effective way to communicate to employees that the company is hiring and also the system encourages employee referrals.  Many companies have an internal posting period, maybe 7 or 10 days, which gives employees a first chance at applying, before they look at external candidates.  Some companies will look at external candidates at the same time, but will give internal candidates preference.

If you interviewed for the role, you should have absolutely been given the courtesy of a reason for why you were not selected, especially since you are an employee of the company.  I am not clear, based on the detail provided in your question, if you were interviewed or not.  If you submitted an internal application, you should have still received a response on whether you met the “cut” for interviews and if not, why.  For some roles, the candidate response can be overwhelming and not every candidate can be interviewed.  However, that doesn’t mean you shouldn’t be notified why.  Unfortunately, sometimes that might be an automated response (which no one likes, I know), but when you post a job and over 400 candidates apply, it is difficult to respond to all of the candidates in a meaningful way.

I think you should reach out to the recruiter and ask.  I would recommend sending a quick email with a gracious and professional tone.   Explain when you applied, for what role and that you never heard back (either after your application was submitted or after your interview).  Share that you had heard another candidate was selected and that you were hoping to understand the reasons why your candidacy did not advance.  I would hope then that you would receive a response from the recruiter with helpful feedback.

It is frustrating.  It is the number one complaint I hear from candidates.  It is what I call the “black hole” phenomena.  A resume or application is submitted and then a candidate never hears back.  It is especially disheartening though when it is your current employer.

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.

Preparing for a resignation

Q:  I have been working for three years in a role where I have been increasingly dissatisfied.  This is a first for me in a 20-year career.  Prior to this role, I had two eight-plus year stints, where I was quite happy and satisfied.  This has been a different experience for me.  The man I have been working for has been controlling, vindictive and distant.  I have never experienced anything quite like this before.  It has been a wake-up call.  I have accepted a new position and am starting in mid-September.  When I have resigned before, I gave plenty of notice to ensure a smooth transition.  I am not sure I can do that again.  My nerves are frayed and my stress level is at an all-time high.  What do you recommend?

A:  I am sorry you are so dissatisfied.  At least the end is near.  After three years, it sounds like you have given this role plenty of time to improve, but it still has not met your expectations.  It is time to move on.

First, develop a written transition plan.  Think about who can assume tasks, responsibilities and projects which you are now handling.  There may be some projects which may need to be postponed or deferred to a later date.

Second, compile a list of your most important contacts, both internally and externally.  This list should include name, title, context, email and telephone numbers.  Assuming your employer decides to replace you, this will be helpful to your replacement.

I would give two weeks’ notice but not more.  It sound like you may need to take some time off to recharge your batteries before you start a new role.  You want to begin a new role with lots of energy and enthusiasm.  You will need time off after you leave your current role — time to decompress and spend on yourself.  This will be important to your mental health and your stress level.

By developing a transition plan and leaving it behind, you are being a responsible corporate citizen.  You are making it easy for someone to step into your shoes and assume many of your old responsibilities.  You may also choose to leave your new company contact information in case your replacement has questions for you after you have left the company.  Good luck in your new role.  Please take that time off.  It is important to do!

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.

New business owner has questions on sick time law

Q: I just started my own business.  I have never owned a small business before.  Some of my employees seem to know more about these laws than I do.  Can you fill me in on this Mass. sick time law that they all seem to be chattering about?

A: In November of 2014, Massachusetts voters passed a ballot question which now requires Massachusetts employers to provide earned sick time to many of their employees.  Some of our clients thought this law was part of the Affordable Care Act (ACA) or “Obamacare,” but it is not.  It is a state law, which only applies to employees whose primary place of employment is in the state of Massachusetts.

The law went into effect on July 1, 2015.  Employers with fewer than 11 employees must offer up to 40 hours of unpaid sick time to employees in a calendar year.  Employers with 11 or more employees must offer up to 40 hours of paid sick time to employees in a calendar year.

Calculating the number of employees an employer has can be tricky though.  According to the law, the employer has to look at the average number of employees the company has maintained on the payroll during the preceding year.  However, full-timers, part-timers, seasonal and temporary employees must all be included in that calculation, which surprises some employers.  Employees furnished by a staffing agency must be counted by both the staffing agency and the employer for the purposes of determining the size of the company for this calculation.

The law also defines when sick time can be used under the law:

1. care for the employee’s child, spouse, parent, or parent of a spouse, who is suffering from a physical or mental illness, injury, or medical condition that requires home care, professional medical diagnosis or care, or preventative medical care;
2. care for the employee’s own physical or mental illness, injury, or medical condition that requires home care, professional medical diagnosis or care, or preventative medical care;
3. attend a routine medical appointment or a routine medical appointment for the employee’s child, spouse, parent, or parent of spouse;
4. address the psychological, physical or legal effects of domestic violence; or
5. travel to and from an appointment, a pharmacy, or other location related to the purpose for which the time was taken.

For more information, including the required workplace poster, visit www.mass.gov/ago/earnedsicktime.  The poster provides a quick overview that could be very helpful to both you and your employees.

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. 

Web design, a new career interest

Q:  I am interested in a new field.  I have an undergraduate degree in history but I have recently developed an interest in web design.  My work experience has been in office management and now community relations for a large non-profit.  Do you recommend that I return to school and earn another undergraduate degree in web design?  I would need to continue working and return to school part-time at nights and it would take me quite a long time. Are there alternatives?

A: Returning to college and earning a second undergraduate degree is a significant financial commitment unless you have a very generous employer who offers a liberal tuition aid program.  Further, your tuition reimbursement program must be willing to support your new career interests in web design. which would be unusual.  Most tuition aid programs only support courses or programs which are job-related to your current career interests.

An alternative would be to pursue a web design certificate, which would be a shorter program targeted to those who have already earned an undergraduate degree but who may want to pursue a career in web design.  Some of these programs are six or maybe ten courses in length and less expensive than a second undergraduate degree.  It would be unusual for your employer to assist you financially with such a program unless they hope to train you for such a position and then retain you in a web master role.  In short, the financial investment may be yours.

Some, or all, of these course may be available online.  Before enrolling in such a program, ensure that the program is an accredited program.  It would also be wise to contact the advising office of the college or university to ensure that they program offered would meet your needs and you are able to meet the program requirements as well as the financial requirements.

There are several options available in Massachusetts.  One program that is highly regarded is the Certificate Program in Website Design and Development at The University of Massachusetts Lowell.  Visit http://www.umassonline.net/degrees/online-certificate-website-design-development for more information.   Bunker Hill Community Hill Community College also offers a Web Development Certificate Program –  http://www.bhcc.mass.edu/programsofstudy/programs/webdevelopmentcertificateprogram//. Finally, another option is available through Harvard Extension School.  For more information about the Web Technologies Certificate visit https://www.extension.harvard.edu/academics/professional-graduate-certificates/web-technologies-certificate.  Harvard’s program is a bit more extensive because it is a graduate certificate program so 23 courses are required.

The job outlook for web designers is promising.  The Bureau of Labor Statistics projects a 27% growth in this job category.

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.

What to expect from an exit interview

Q: I have just given my notice after working for seven years at my current company. I was told that I should schedule an exit interview with corporate HR. I have never participated in an exit interview. What does this typically entail? If I share concerns about my manager, do they remain confidential (staying only with HR) or are they shared with others? I may need him as a reference one day in the future.

A: Congratulations on a giving your current company a good run of time! Seven years is an admirable length of service in most industries.

Most companies conduct exit interviews with employees leaving the company for a variety of reasons. One reason is that they want you to understand how your resignation will affect your pay and benefits. Some companies also want to solicit your feedback on the role, work environment and supervision received.

Sometimes your final paycheck may not look like your regular paycheck. If you are owed vacation time or paid time off (PTO), you should understand how and when that will be paid out. Or you may owe your employer vacation or PTO that you used but did not earn.

When will your benefits will end? Will your medical benefits continue through the end of the month or on your last active day of employment? What about your 401k, life insurance, disability, tuition aid, or other benefits?

Access to computer systems, your building, your office may be discussed. Company keys, laptops, corporate credit cards may also be collected.

You will likely be asked some questions about your work environment, your role, your workload and your supervisor. It is up to you what to share and what not to share. Before sharing any controversial information, I would strongly advise asking who receives the results of your exit interview. It is important for you to know this before you begin sharing. You raise a valid point. Each company has their own process for sharing this information. Some companies share general themes with each manager. Some employers share very specific information with the thought that the employee is gone and the risk for any backlash is minimal. Ask before you share.

Some of the questions that you may be asked:
•Would you recommend ABC company to a friend as a place to work?

• Do you feel like you had the tools and resources to do a good job here?

• How would you describe the culture of your department? our company?

• Do you feel like your goals were aligned with the company goals?

• Did your role match your expectations?

• Was the workload reasonable?

• Were you treated fairly and reasonably? Were others?

• Why did you begin looking for a new job?

• Is there anything that I should have asked that I didn’t ask?

• Is there anything that you would like to share that we didn’t talk about?

Finally, a good HR representative will leave you with a business card in case there are any additional concerns which surface after the exit interview. You may also want to ask how reference calls are handled by your company.

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.

What do James Taylor and job hunting have to do with one another?

Q: I have applied and applied to one company. I have tried to submit a resume through a position posted online through an industry-specific website. I have submitted a resume through a posting on Linkedin. I have emailed my resume to their general careers site. I have not heard a peep back from a recruiter or a hiring manager. I feel like it gets stuck in a black hole. All I receive back is an automated response with a message that says something like “Thanks. We will call you if we are interested.” How do I get through to this company? I have a friend who works there. Do I contact my friend?

A: It seems what you are doing is not effective. You have applied several ways electronically with limited success. As James Taylor says (or sings), “You’ve Got A Friend” so let’s use your friend. Call your friend. Maybe this posting represents an old role that is already filled. Maybe the company is fishing for additional candidates but they have already filled the position with an internal candidate. Maybe they are looking at candidates but have been overwhelmed by the number of candidates who have applied. Maybe you are not qualified. Any of these might be an option. Your friend may be able to share some insight and have some inside information on the role. Your friend may also be willing to say yes to a request like the following: “I am really interested in pursuing opportunities at ABC Co. They are investing millions in XYZ therapies, an area of great interest to me. Do you think you might be willing to walk my resume down to one of the recruiters who handles the hiring for those areas? Or the hiring managers? Or both? If my resume came hand-delivered from you, that might make all the difference in the world.” Even if the role is filled, this might be a smart tactic. If the company is of great interest to you and is in hiring mode, there may be other opportunities soon becoming available.

When an employee takes the time to hand-deliver a resume to a recruiter or hiring manager, that action sometimes makes a difference. It can differentiate your resume from the hundreds streaming in electronically. The hiring manager may still want a copy electronically, but yours is now different because it was hand-delivered by an employee.

Friends matter. Good luck. Strong professional connections make a difference.

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.

Thank you mom!

Q: Last week I was interviewed for a role which wasn’t really for me.  The interviewer was wonderful though and spent an hour with me.  She was patient, kind and generous with her time.  Is it worth sending a thank-you note?  I can’t ever see myself working in the job, but maybe some day I could see myself working at that company.  Maybe.

A: My mother was right in so many ways. When she made me and my siblings shovel snow for our elderly neighbors and refuse any money they offered to pay us. I remember being ticked off at the time but now I get it. When she made us take in a neighbor’s Boston Globe if they were away on vacation. She told us it was being a good neighbor. When she made us write thank-you notes for gifts that perhaps were not to our liking. She explained a thank-you note showed that we were grateful for the gesture, and it was not just about the gift.

Write the note. This person gave you a generous gift – her time! So many of us are running 1000 miles per hour and struggle with focusing on the person in front of us. She gave you that gift of her time and her attention. This woman focused on you for that hour. Many of our doctors don’t even do that in 2016! She will never get that time back. She could have used that for other tasks like email, online shopping or a pedicure. She didn’t. She focused on you!

Show that you respected and valued her time.  Thank her.  Your actions will be memorable to her.  I remember those that thanked me for my time.  I remember those that didn’t too.

Writing a thank-you note has become a lost art.  I am glad I was taught by my mother early.  It has stuck with me many years later.  My mother was right.  Again.  Thank you mom for the valuable lesson!

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.

FMLA and remote employees

Q: I have worked for a Boston-based company for several years. I live in western Mass and have lived here for over 10 years. I never considered it a big deal. However, now I am applying for a Family and Medical Leave Act (FMLA) leave, which I desperately need. My HR Manager is saying that I am not eligible because I work more than 75 miles away from our main office in Boston and my work site has fewer than 50 employees. I work from a home office. I don’t get it. I never thought I would be stripped of benefits just because I work at home.

A: Let’s review the Family and Medical Leave Act (FMLA). Most employers, with over 50 employees, are required to offer FMLA to eligible employees. What makes an employee eligible?

– An employee has to have worked for 12 months for that employer,

– An employee has to have worked 1250 hours in the previous 12 months before the leave begins, and

– An employee has to work at a site with at least 50 other employees, within 75 miles.

Your HR Manager may be getting stuck on the third requirement. More and more of us are working remotely. Well, thankfully, the FMLA has shared some guidance on this third requirement as it relates to employees working from a home office. An employee’s personal residence is not a worksite. For employees who work at home, their worksite is the office to which they report and from which assignments are made. [29 CFR 825.111(a)(2)] In short, this means you should consider the Boston office your worksite for FMLA purposes, assuming you report into that office and receive work from the office.  If the Boston office has fewer than 50 employees, you may still be out of luck.  If they have 50 or more employees, you have a strong argument.

Share this information with your HR Manager. It may be a detail of the law which is unfamiliar to your HR Manager. Thankfully there is guidance available.

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.