coworker keeps a wall of embarrassing photos of former coworkers, boss says staff absences are too high, and more

[ResidentialBusiness]

This post was written by Alison Green and published on Ask a Manager.

It’s five answers to five questions. Here we go…

1. My coworker keeps a wall of embarrassing photos of former coworkers

I started a new job at a start-up a few months ago and one of my coworkers, who I work closely with, has a wall next to his desk where he has pinned up half a dozen enlarged photos of everyone who has left the company recently. He finds an old school photo, or them in a costume, or with braces, whatever he thinks is funny. As soon as someone puts in their two weeks, their photo goes up on the wall.

He recently got told by HR to take the photos down after someone complained. Everyone in my corner of the office is vocally on his side and against the reporter. They all seem to agree that the photos are all in good fun and shouldn’t be something to get upset about. They joke about making everyone take down family photos to show the reporter how silly they are.

I have had a neutral opinion of the photo wall so far, but now I am on the side of the reporter. If I were to resign, I definitely would not like the idea of my photo on that wall. I also don’t want to say anything since the team is very chummy and I’m trying to fit in as the newbie. What should I do? Are the photos appropriate or not?

That’s a really odd thing for him to do, and HR was right to tell him to stop. It wouldn’t be a big deal if he did it once or twice as a good-natured joke with resigning employees who he was friends with, but it’s his system that he does every time someone leaves? He’s in the wrong to make a big deal of being told to stop, and the coworkers who are outraged that he was told to stop are being ridiculous too. If it’s “all in good fun,” then they’d surely want to be sensitive to anyone who doesn’t want to be included, right? The fact that they’re not says that it’s not really “in good fun” at all.

But as for what you should do as a new person, it’s okay to just stay out of it! If someone directly asks what you think, you can shrug and say, “Eh, if someone was upset by it, it doesn’t seem that weird that the company told him to stop.”

2. Manager says staff absences are too high

I work at a company where each employee receives PTO that can be used for sick or personal reasons. PTO requires a doctor’s note or written explanation for absences longer than three consecutive days. Each person also has a separate bank of vacation time. The amount of paid time off we are given is typical for our industry. Most people use all or most of their vacation time and some of their PTO as needed. While various employees have had medical issues and/or leaves of absences over the years, I don’t think anyone abuses the system. It doesn’t seem like anyone has excessive absences.

One of my managers, Dan, disagrees. He has made several comments in the past year to indicate that employee absences are too high (within the allotted time, he admits, but still too high in his opinion). He called a meeting this week specifically to discuss attendance.

Dan feels absences are to blame for a big issue we’re having, and he asked us to brainstorm ways to increase attendance without spending any money (insert eye roll). I disagree. The issue we’re having has about 10 causes — half could be solved by management with moderate effort (like reworking the production schedule), and half are out of our control (such as industry-wide supply issues). Attendance may be a minor cause but not enough to warrant the time and effort we are now dedicating to “solve” it. It feels like scapegoating, putting the blame on us rather than attempting to address the other causes. However, Dan is senior management and well-liked by the CEO/owner, so no one ever challenges him. No one spoke up in this meeting, although several colleagues later told me they were shocked and upset.

Even if attendance was the sole cause of the issue, my opinion is that if people are not exceeding their allotted PTO and vacation time, then they are within their right to take the time given to them. Am I wrong?

If I’m correct, then do you have any suggestions on how to tell him that? Dan does not take well to anyone questioning his opinion, so it would need to be carefully worded. We are meeting again soon to hear what (free!) ideas we’ve come up with.

You are correct. If the company offers paid time off, it’s part of people’s compensation and they should take it, and managers should expect they will take it.

Dan sounds like A Problem, so I’m not sure there will be any benefit to trying to set him straight (as opposed to just letting him continue to wring his hands over the dreadful problem of people using their time off). But if you want to, you could try saying, “The amount of time off in our benefits package is consistent with industry norms and people obviously need time off in order not to burn out, so if you think there’s a coverage issue, we should look at increasing staffing.” After delivering this bad news to him, you could then immediately pivot to other solutions to whatever he’s reacting to, like changes to the production schedule and planning differently for supply issues.

If he starts actively interfering with people’s ability to use their time off or making people feel they’ll be penalized if they do, that’s time to bring in HR, framing it as “not allowing people to use their promised benefits.”

3. When I ask my team for updates, should I share my own as the boss?

I am a new department head and would like to introduce a weekly check-in during our department meeting to ask everyone what they are currently working on and what they accomplished in the past week. Should I include myself in this process and answer these questions as well for transparency reasons?

My work is much more abstract than that of my team members, and many of my tasks are repetitive (meetings, etc.). My progress is often harder to define because it largely depends on the progress of my team.

Yes. It doesn’t need to be comprehensive, but you should have at least one thing to share each week about what you’re working on, ideally something that will be relevant to at least some of the team.

That said … do you have a good reason for introducing these meetings? You very well might! Sometimes it’s really important for reasons of communication or team cohesion that people regularly hear about what others on their team are working on. Sometimes, though, this kind of meeting isn’t a great use of people’s time and can feel like something that’s happening because the manager vaguely thought it sounded like a good idea but can’t tie it to any real impact on people’s work. I’m not assuming it won’t be useful in your case — it often is! — just urging you to make sure you know what results you’re looking for from it (and how you’ll know if it is or isn’t getting you those results), and can communicate that to your team too.

4. Measles and traveling for work conferences

I am attending a national conference next month and, given the current measles outbreak, I asked my doctor about the need for a booster since my last (and only) MMR vaccination was decades ago. My doctor did recommend that anyone with an immunization history like mine get a booster, which I did.

We have many other employees also attending national conferences, and I wonder how much we can say to encourage them to check with their own doctors about a booster during this outbreak. Would there be any liability for not mentioning it?

Your company can absolutely encourage people to make sure they’re up-to-date on vaccinations, and can cite the measles outbreak specifically and suggest people check with their doctors to see if they need any boosters and/or can share info like this from the CDC (or this piece from NPR, which does a better job of answering “do I need a booster as an adult?”). But there’s no legal liability to not mentioning it, either.

5. Start date coincides with a planned vacation

I’m hoping to get a job, and there’s a good chance I’m a lead candidate. They want overlap with the existing job holder and the new person, which sounds great to me. Problem is, that person’s last day is the Friday before my kid’s spring break, for which we already have paid plans for Sunday through Wednesday.

Do I bring this up at all now, or wait until I have an actual offer? And then, is “doing the right thing” offering to come back that Thursday, which would cause some childcare complications, or is it reasonable to ask for the whole week off? To clarify, this would be the first week of me in the role flying solo. There is a part-time assistant. This is in the middle of a big organization-wide project.

In my current job, I’ve had to work every single vacation I’ve ever taken, near or far. I’m trying to get away from that. This organization doesn’t have that culture, but this timing really stinks.

Wait until you have the offer. Then explain you have pre-paid vacation plans for that week and that normally you’d suggest starting after that but you know they’d like you to have overlap with the person leaving, and so you’re hoping you could simply take that week unpaid, so that it works out for everyone. I wouldn’t start by offering the Thursday return date; wait and see how they respond. If they seem worried about it, at that point you can offer the Thursday return date as a compromise.

It’s great to move away from working every vacation, but this this is a different set of circumstances — this is trying to work something out when you’re brand new to a job and wouldn’t normally expect to have a full week off right after starting.

Related:
everything you need to know about time off when you start a new job

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