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.

Receiving a PIP Unexpectedly

Q: After 10 years of service, my manager sat down with me and gave me a performance improvement plan. I was shocked. This came out of the blue. There are very specific requirements in the document. If I don't meet these specific requirements, I could be terminated. What is your take? Does this happen often in corporate America? I am shocked, angry and afraid. What do you suggest that I do?

A: A performance improvement plan (PIP) should almost never come as a surprise unless there was something you did that was so concerning and unexpected that a PIP needed to be developed quickly to address the concern. Typically a PIP is the step taken after there has been significant counseling and coaching. In most cases, I would expect a verbal warning to be given before a PIP was issued.
In almost every company across the US, managers are addressing performance concerns nearly every day. Concerns around employee performance range from an employee arriving late to work on a regular basis to an employee embezzling funds from their employer. Managers are often responsible for the performance of their department, function or business unit. Often poorly performing employee hinder the productivity of others.

This may not apply in your case, but I know of situations where employees are shocked when they have received a PIP, even though there have been considerable discussion around the employee's performance. The employee has been counseled, coached, warned, given significant feedback and the employee stills seems surprised when a PIP is presented.

If I were you, I would read the PIP carefully. If you feel the document is inaccurate, I would request a meeting with your manager. I would ensure that you are prepared for the meeting, with a written list of your concerns. Do your best to maintain a professional demeanor in your day-to-day interactions and during this meeting. During this meeting, your manager may provide some clarity on expectations, concerns, etc. You can also write a rebuttal explaining your position regarding the PIP. However, your memo does not invalidate the PIP.

I understand your concerns. Receiving a PIP is stressful enough, but receiving it unexpectedly is beyond stressful.

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.

Business casual vs. beach casual

Q: The weather is getting warmer and the shorts and flip flops have begun. I work in a technology services company and manage a small team. We seem to have a group of employees who think it is ok to wear beach attire on warm days. Business casual is no longer business casual but now beach casual. As the supervisor, I feel like I have lost control. What can I do?

A: Warm weather seems to bring dress code challenges. My question back to you is have you been clear about expectations around appropriate dress? Does your company have a published dress code? Do you have guidelines on what business casual means?

Companies vary quite a bit on what is reasonable and what is not. Some of my clients are ok with employees working in jeans, shorts, t-shirts and flip flops. Other client require true business casual which often means a golf shirt and khakis or a blouse and dress pants. Many of my clients have a definite "do not wear" list which may include very sheer clothing, halter tops or ripped jeans.
Sharing expectations around dress is important. What leaders wear within an organization sets the tone for what really is acceptable. If your Vice President of Engineering arrives in a tank top and shorts, that is sending the message that a tank top and shorts are acceptable. If you have a published dress code, it is a good idea to dust that off and re-send to all employees sometime in April (before the problems begin). Make sure that the published dress code reflects what actually occurs within the organization. Or else this document becomes meaningless.

Finally, if you have clients or VIPs visiting your workplace, think about how you would feel about the attire of your employees. Does it reflect your brand? Would clients notice how your employees are dressed?

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.

Burning bridges (or not)

Q: I applied for the perfect job. I was interviewed three times by the company. The recruiter told me I was a finalist and the hiring team was very interested. I just found out (from an email!) that I did not get the job. I have no idea why I wasn't offered the job and now I am spitting mad. I wasted all that time and used personal days to interview on at least two days. I want to write the recruiter a nasty note. Any advice?

A: Yes, I have advice! Put down your pen and hold off on writing the nasty note. A nasty note does nothing except if your goal is to burn bridges, which is a giant mistake in the job hunting world.
First, take some time to cool down. Inserting negative energy into the job hunt is never a good tactic. After you have cooled down, place a call to the recruiter. As difficult as it may be, thank them for their time and effort on your behalf. Explain that you are looking for feedback so you can learn from this experience. Listen to the feedback. You don't have to agree with the feedback shared, but you should listen. Ask the recruiter to keep you in mind for other opportunities. Do your best to be gracious.

In several instances, when I have conducted a search, I have re-established contact with a runner-up. If you were interviewed three times, you were a strong candidate. Often the employer has several strong candidates and they can only select one. Stay close to this recruiter and this company.
Also remember that this process was not "wasted" time. You developed new contacts and refined your interviewing skills. Yes, you had to use some personal days but this is often the case. A job offer is not guaranteed simply because you have been interviewed several times.

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.

Blocking Access to Sites at Work

Q: I just started a new job at a small technology firm. They have blocked a lot of websites to prevent employees from spending too much time on these sites. For example, I can no longer check my Facebook page at work. Is this legal? I feel like they are treating me like a child.

A: Employees may want to check social media sites while at work, however, employers can legally prevent employees from accessing certain sites. Employers can also pick and choose which sites they block.

I consulted employment attorney Valerie Samuels, a partner in the employment practice at Posternak, Blankstein and Lund LLP. Samuels explains, "It is not against the law or an invasion of privacy for employees to control, and even monitor, internet usage at work and on company-owned computers. Employers have good reasons for curtailing internet use during work hours and on company-owned computers." Facebook browsing can derail productivity. Samuels cites recent research by Websense, Inc. Websense, Inc. calculated that the United States loses about $178 billion in employee productivity per year as a result of internet misuse at work. Concerned employers block sites to avoid  everything from downloading pornography to shopping on Amazon.

Samuels confirmed that employees generally have no right to privacy when they use company-owned computers, software and servers. Some employers may have explicit policies and some may not. However, excessive time on social media sites (or other sites unrelated to work) can be a reason for disciplinary action, including termination. Sometimes a quick check of Facebook turns into a 45 minute session of browsing Facebook posts but also checking out a site like Zappos to buy a new pair of shoes.

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.

Social Media and Job Hunting

Q: I am junior in high school. I have nowhere to turn but your column. I applied for a job at a local store in my hometown. I was shocked when they told me that I didn't get the job because of photos I had posted on Instagram. I feel like these photos are my business and shouldn't affect how accurate I am as a cashier. What do you think?

A: Social media's impact on job hunting is a growing reality. Employers are trying to understand you as a candidate. Every hire is a risk. Employers want to minimize risk and hire quality employees. In addition to interviews and reference checks, employers are also looking at a candidate's social media activity. Facebook, Twitter and Instagram posts can sometimes hurt a candidate.

In 2013, On Device Research, a global research firm, studied how social media can hurt and help a job seeker's ability to land a job. The study revealed that 1 in 10 young job seekers (16 to 34 years old) have been rejected by an employer because of the content of their social media accounts. Many of the reasons a job seeker is not selected is because their social media activity includes one or more of the follow: posting inappropriate photos, posting pictures of alcohol or drug use or posting discriminatory or offensive comments. Employers defend their actions saying that social media profiles can give them a better sense of who they are hiring and a candidate's ability to use good judgment. Conversely, social media activity can also help a job seeker. If a candidate's online profile portrays the candidate in a professional way or if the content conveys the candidate's qualifications, this can improve a candidate's odds in securing a job offer.

Those with social media accounts should assume that everything shared on these sites are public. Deleted posts are harder to uncover but they can be found.

I am surprised that the store in your hometown gave you a reason for not hiring you. Many employers would have taken the easier way out and simply stated that they hired a more qualified candidate. Good for them for being candid. Now you know that your social media accounts are being reviewed by potential employers.

Finally, you may want to monitor your social media posts and pictures. Consider deleting any inappropriate content. Envision an employer looking at your accounts. What message do your pictures and posts convey?

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.

Angst Caused by Hiring Freezes

Q: I started working for a fairly well-known company about three months ago. Before this role, I worked for a competitor. About two weeks ago, management announced a hiring freeze. My colleagues don't seem worried but I am. My former company never had hiring freezes. There are rumors that there may be layoffs and I am nervous. What does someone do in this position?

A: It sounds like your new work environment may be a bit less stable than your last company. Hiring freezes are not all that unusual. Companies would rather slow down spending on new hires than cut current staff. In many cases, this is a smart choice.

Sometimes companies will do both. They may implement a hiring freeze and, if the cost saving are less than they projected, they make look at other ways of reducing costs, including cutting jobs. This may be a necessary evil depending upon the company's current financial situation.
However, we don't know if layoffs are planned at your company. Often times, rumors become rampant when little information is available. Misinformation starts to sound credible when maybe it is not.

I know what I would do. I would begin asking questions. If your manager is accessible, I would ask to meet with him or her privately. Express your concerns in a professional and candid way. Your manager may be open to holding a meeting to discuss concerns openly. Your manager may not have all the answers. However, it may be helpful for your manager to understand the rumors which are circulating.

Organizational change is difficult, especially since you are a relatively new employee. I have always felt that I would rather learn accurate information, even if it is really negative. I feel like the known is better than the unknown. At a minimum, you can put a plan in place to deal with any possible layoffs or other 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.