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.