Tagged with employment

On Facebook Passwords and Employment

There’s been a lot of talk these days about employers asking potential employees for their social media credentials. Facebook, in particular, has issued strong resistance against this trend, going so far as publicly explaining their stance in a blog post:

The most alarming of these practices is the reported incidents of employers asking prospective or actual employees to reveal their passwords.  If you are a Facebook user, you should never have to share your password, let anyone access your account, or do anything that might jeopardize the security of your account or violate the privacy of your friends.  We have worked really hard at Facebook to give you the tools to control who sees your information. 

As a user, you shouldn’t be forced to share your private information and communications just to get a job.  And as the friend of a user, you shouldn’t have to worry that your private information or communications will be revealed to someone you don’t know and didn’t intend to share with just because that user is looking for a job.  That’s why we’ve made it a violation of Facebook’s Statement of Rights and Responsibilities to share or solicit a Facebook password.

We don’t think employers should be asking prospective employees to provide their passwords because we don’t think it’s the right thing to do.  But it also may cause problems for the employers that they are not anticipating.  For example, if an employer sees on Facebook that someone is a member of a protected group (e.g. over a certain age, etc.) that employer may open themselves up to claims of discrimination if they don’t hire that person. 

Today, The House of Representatives shut down a bill that would have prevented employers from demanding your Facebook password. So, what’s the worst that could happen?

Reginald Braithwaite has a fictional post on the matter titled “I Hereby Resign”. Just imagine if this scenario played out for real (if it hasn’t already somewhere around the world):

One of the new terms is that every prospective new hire allow their manager to “shoulder surf” as they browse their Facebook or better still, to voluntarily log their manager into their Facebook account. If I recall correctly, she claims that we have the obligation to do a “background check” on prospective hires. I’m extremely vague on the correlation between faux-promiscuous sex or drinking and employee performance, but as she is a seasoned veteran, I have to trust her when she says that things like this overrule my judgment as to who is and who isn’t fit to be a programmer in our employ.

I was willing to go along with things and see how they panned out. But today something went seriously wrong. I have been interviewing senior hires for the crucial tech lead position on the Fizz Buzz team, and while several walked out in a huff when I asked them to let me look at their Facebook, one young lady smiled and said I could help myself. She logged into her Facebook as I requested, and as I followed the COO’s instructions to scan her timeline and friends list looking for evidence of moral turpitude, I became aware she was writing something on her iPad.

 “Taking notes?” I asked politely.

 “No,” she smiled, “Emailing a human rights lawyer I know.” To say that the tension in the room could be cut with a knife would be understatement of the highest order. “Oh?” I asked. I waited, and as I am an expert in out-waiting people, she eventually cracked and explained herself.

“If you are surfing my Facebook, you could reasonably be expected to discover that I am a Lesbian. Since discrimination against me on this basis is illegal in Ontario, I am just preparing myself for the possibility that you might refuse to hire me and instead hire someone who is a heterosexual but less qualified in any way. Likewise, if you do hire me, I might need to have your employment contracts disclosed to ensure you aren’t paying me less than any male and/or heterosexual colleagues with equivalent responsibilities and experience.”
I got her out of the room as quickly as possible. The next few interviews were a blur, I was shaken. And then it happened again. This time, I found myself talking to a young man fresh out of University about a development position. After allowing me to surf his Facebook, he asked me how I felt about parenting. As a parent, it was easy to say I liked the idea. Then he dropped the bombshell.
His partner was expecting, and shortly after being hired he would be taking six months of parental leave as required by Ontario law. I told him that he should not have discussed this matter with me. “Oh normally I wouldn’t, but since you’re looking through my Facebook, you know that already. Now of course, you would never refuse to hire someone because they plan to exercise their legal right to parental leave, would you?”
Worth reading in its entirety. Think your stance on this issue doesn’t matter? Think again.
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The Farewell Letter to Your Coworkers

The Wall Street Journal has a fun piece on funny or awkward farewell emails people have written to their coworkers upon departure from their employer:

At the law firm Alston & Bird, one departing associate baffled his colleagues by sending everyone a black-and-white photo of himself, with only his name and start and quit dates written beneath “as if it was a tombstone,” says John E. Stephenson, a partner in Atlanta who has been keeping a “Dead Soldiers” file of his colleagues’ goodbye notes for 27 years. “It caused a firestorm because people thought he had died.” The associate had to follow up with another email saying, “I’m not dead. I’m sorry to have concerned so many of you,” Mr. Stephenson says.

I like this parody farewell email from Chris Kula:

For nearly as long as I’ve worked here, I’ve hoped that I might one day leave this company,” he began. “I have been fortunate enough to work with some absolutely interchangeable supervisors on a wide variety of seemingly identical projects—an invaluable lesson in overcoming daily tedium in overcoming daily tedium in overcoming daily tedium.

But the best way to get someone’s attention? Write an email with the subject line “FREE FOOD.”

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On Salary Negotiation

Patrick McKenzie, an ex-Japanese salaryman and founder of Kalzumeus Software, has one of the best posts I’ve ever read on salary negotiation. If you’re hunting for a job (and even if you aren’t), the post is worth twenty minutes of your time.

One highlight is this affirmation that you shouldn’t name your price/salary point first:

Every handbook on negotiation and every blog post will tell you not to give a number first.  This advice is almost always right.  It is so right, you have to construct crazy hypotheticals to find edge cases where it would not be right.

For example, if your previous salary was set during the dot-com bubble and you are negotiating after the bubble popped, you might mention it to anchor your price higher such that the step down will be less severe than it would be if you engaged in free negotiations unencumbered by the bubbilicious history.  Does this sound vaguely disreputable to you?  Good.  This vaguely disreputable abuse of history is what every employer asking for salary history, salary range, or desired salary is doing.  They are all using your previous anomalously low salary — a salary which did not reflect your true market worth, because you were young or inexperienced or unskilled at negotiation or working at a different firm or in another line of work entirely — to justify paying you an anomalously low salary in the future.

This is a superb reminder about employers’ full-load costs:

First, get into the habit of seeing employees like employers see them: in terms of fully-loaded costs.  To hire someone you need to pay for their salary, true, but you also have taxes, a benefits package, employer contributions to retirement, healthcare, that free soda your HR department loves mentioning in the job ads, and what have you.  (Trivia: for a US employer of professionals, the largest component after salary is usually healthcare, followed by payroll taxes.)  The fully-loaded costs of employees are much higher than their salary: exactly how much higher depends on your locality’s laws, your benefits package, and a bunch of other HR administrivia, but a reasonable guesstimate is between 150% and 200% of their salary.

Read the rest on Patrick’s blog.

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On More Servants

Megan McCardle, over at The Atlantic, answers the question “With so many unemployed, and income increasing faster among the affluent, why aren’t people hiring more servants?” It’s an interesting thought experiment. The answers:

1.  Various forms of public assistance, and wealthier families, have increased the reservation wage.  A servant in 1900 worked at least 10 hours a day, at least 5.5 days a week, and according to our archives, cost at least $25 a month for a “passable” one.  Many middle class people could probably afford to pay about $500 a month, plus a room and some food, for someone who would take care of all the housework, all the time.  But how many Americans would work for such a sum?  Our house was built in that era, and either they didn’t have live-in servants, or the help was sleeping in a pretty gnarly unfinished basement.  You’d have to be fairly desperate to take the equivalent job today, and almost no one is that desperate.
2.  There’s a tax wedge.  If servants were more common, the IRS would be more assiduous about auditing for payroll taxes, etc.  (Already a problem for working women with nannies who end up in public service). My mother actually paid taxes for her cleaning lady, and it was not only expensive, but an administrative nightmare–somehow, the numbers never added up right, the paperwork got lost, etc. Taxes reduce the differential between the value of your labor and someone else’s, because you don’t have to tax you.
3.  Regulatory overhead  See above.  The modern labor regulatory system is set up to deal with corporations, not individuals contracting for informal labor.  Either the work ends up in the gray economy (illegals), or it’s contracted out to companies that can amortize the regulatory overhead over a lot of workers (Merry Maids)
4.  Management. Workers have to be managed.  They leave.  (Hance Saki’s memorable epigram: “She was a good cook, as cooks go.  And as cooks go, she went.”)  They need to be replaced.  Sometimes the replacement doesn’t work out.  All of this takes time.  For the mistress of a house in the era before labor-saving appliances, managing servants was undoubtedly more pleasant than scrubbing the coal scuttles. But it was a job.  And many high-paid women in the sub-Gates class have full-time jobs; they don’t have the time to take on full time employees.  A large servant class may have presupposed the existence of a large class of women at home.
More here.
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