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Sydney Morning Herald
2 days ago
- Business
- Sydney Morning Herald
My remote working arrangement puts me at a disadvantage. Is this fair?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column, Got a Minute? This week: challenging the remote work imbalance, the inequity of an invisible workload, and leaked health information. A senior leader is visiting our workplace to deliver a briefing and I want to hear the same information as everyone else at the same time, and be part of a shared conversation. However, I feel like I am being asked to do my job with one arm tied behind my back. It feels like an example of hidden patriarchy: more women than men have caring responsibilities, which is why I now work remotely. Is it OK for my employer to arrange a face-to-face meeting when I am employed in a remote capacity? I suspect your contract states that your employer can require you to be in the office occasionally, and if this only happens once or twice a year, I would advise you to just head into the office for the meeting rather than cause a fuss. However, if this is happening all the time (which, given how frustrated you sound, I suspect it is) then your employer is not taking into account the fact that for many – if not most – remote work is not a luxury but a structural response to a structural issue. Workers with caregiving responsibilities have been disadvantaged in the workplace for as long as women have been working (i.e. forever). Working from home allows some semblance of equity to juggle your responsibilities, but only if the arrangement is respected. You could tell the organisers of the event how much you value being part of shared conversations. Ask if they can find a way to stream the event so you, and anyone else who is out of the office that day, can participate in real time on an equal footing, then hopefully that can become the default. Loading I've been in my organisation for a few years. Around eight months ago, I was unofficially seconded into a project that was already over budget and had lost a few key staff. This work was done on top of my regular job, which was stressful and exhausting. I now dread work. I wasn't seen as pivotal enough to properly second into the role, or to get the visibility the actual team did, even though I had just as much responsibility. My manager knew this was a terrible situation, but was unable to push back due to internal politics. I feel so much resentment and anger about the whole thing and don't know how to move forward. Is there a way forward, or should I just call it and move on? You sound burnt out, and I am not surprised. You were forced to undertake work that became invisible to others, even though you ensured the basket case of a project became a success. It is disappointing your manager knew the situation but sacrificed fixing it to save their own skin. Don't rush to a decision just yet. It sounds like you need a reset in your current role and that may be possible by speaking to your manager to explain how the experience has left you feeling demotivated and with reduced levels of trust. Make it clear what you need to see change, which might include visibility through a promotion or a new, formal appointment, or clear recognition of the work you have done.
The Age
2 days ago
- Business
- The Age
My remote working arrangement puts me at a disadvantage. Is this fair?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column, Got a Minute? This week: challenging the remote work imbalance, the inequity of an invisible workload, and leaked health information. A senior leader is visiting our workplace to deliver a briefing and I want to hear the same information as everyone else at the same time, and be part of a shared conversation. However, I feel like I am being asked to do my job with one arm tied behind my back. It feels like an example of hidden patriarchy: more women than men have caring responsibilities, which is why I now work remotely. Is it OK for my employer to arrange a face-to-face meeting when I am employed in a remote capacity? I suspect your contract states that your employer can require you to be in the office occasionally, and if this only happens once or twice a year, I would advise you to just head into the office for the meeting rather than cause a fuss. However, if this is happening all the time (which, given how frustrated you sound, I suspect it is) then your employer is not taking into account the fact that for many – if not most – remote work is not a luxury but a structural response to a structural issue. Workers with caregiving responsibilities have been disadvantaged in the workplace for as long as women have been working (i.e. forever). Working from home allows some semblance of equity to juggle your responsibilities, but only if the arrangement is respected. You could tell the organisers of the event how much you value being part of shared conversations. Ask if they can find a way to stream the event so you, and anyone else who is out of the office that day, can participate in real time on an equal footing, then hopefully that can become the default. Loading I've been in my organisation for a few years. Around eight months ago, I was unofficially seconded into a project that was already over budget and had lost a few key staff. This work was done on top of my regular job, which was stressful and exhausting. I now dread work. I wasn't seen as pivotal enough to properly second into the role, or to get the visibility the actual team did, even though I had just as much responsibility. My manager knew this was a terrible situation, but was unable to push back due to internal politics. I feel so much resentment and anger about the whole thing and don't know how to move forward. Is there a way forward, or should I just call it and move on? You sound burnt out, and I am not surprised. You were forced to undertake work that became invisible to others, even though you ensured the basket case of a project became a success. It is disappointing your manager knew the situation but sacrificed fixing it to save their own skin. Don't rush to a decision just yet. It sounds like you need a reset in your current role and that may be possible by speaking to your manager to explain how the experience has left you feeling demotivated and with reduced levels of trust. Make it clear what you need to see change, which might include visibility through a promotion or a new, formal appointment, or clear recognition of the work you have done.
The Age
03-06-2025
- Business
- The Age
My sexist manager treats the women in my office appallingly. Should we walk out?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column, Got a Minute? This week: dealing with a misogynist manager, managing out a staff member with mental health issues and a colleague working the system. We have a new, highly paid COO at work, and he is a misogynist, even to the point where he has called senior female managers into his office as they walk past to make coffee. He constantly speaks to the males over the women, even if the information he wants is not part of their job. Our CEO is not exactly approachable, and it is creating a horrible environment for the women to work in. A lot of us have multiple degrees, and he treats us all with disdain and constantly talks over us in meetings. We do not know how to address this apart from considering all walking off the job for a day. Our HR manager is based overseas and no one can get past his executive assistant to have a private conversation. What else can we do? Sadly, plenty of dinosaurs still roam the earth, and it sounds like you have one who thinks it's still 1955. He is treating you and your female colleagues differently because you are women. Not only is that not OK, it is also likely to be in breach of your workplace policies and laws. Band together with the other women in your office and document what is happening. Then, together, try to speak to your CEO. It is your CEO's responsibility to ensure you have a workplace where everyone of any colour, gender, sexuality, age etc is treated equally. If your CEO does nothing, document that too, then seek advice from the Sex Discrimination Commission. If you have a whistleblower or ethics hotline, you can also try that. Loading Walking off the job for a day should be a last resort. Use the formal channels in your business first and if there is no success, seek external advice. We are a small business and one of our employees has consistently underperformed, with ample opportunities to improve their performance with additional training, mentorship and support. They also have significant mental health issues and while we've been supportive throughout their time with both paid and unpaid extended leave, I am concerned once they lose their job they'll spiral out. What strategies, support services can we offer, or point them to, to minimise the adverse impact of them losing their job? It sounds like you are balancing that tricky tightrope of putting people first while also trying to run your business. Clearly you do not want to suggest you are letting them go because of their mental health issues (this could well be discrimination if you did, in fact, terminate them for that reason), but you can explain that for anyone losing a job, it will be a distressing time, and you want to support them through that. I would remind them you care about them as a person, not just as one of your employees. I would have referrals for any EAP provider you have ready to go, otherwise details for them to contact a service like Lifeline or Beyond Blue. Seek legal advice before taking any action, just to be on the safe side. A lawyer who understands all the nuances of this case will be able to guide you through this termination to mitigate any potential risks for your business and can help advise practical ways to support your former employee.
Sydney Morning Herald
03-06-2025
- Business
- Sydney Morning Herald
My sexist manager treats the women in my office appallingly. Should we walk out?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column, Got a Minute? This week: dealing with a misogynist manager, managing out a staff member with mental health issues and a colleague working the system. We have a new, highly paid COO at work, and he is a misogynist, even to the point where he has called senior female managers into his office as they walk past to make coffee. He constantly speaks to the males over the women, even if the information he wants is not part of their job. Our CEO is not exactly approachable, and it is creating a horrible environment for the women to work in. A lot of us have multiple degrees, and he treats us all with disdain and constantly talks over us in meetings. We do not know how to address this apart from considering all walking off the job for a day. Our HR manager is based overseas and no one can get past his executive assistant to have a private conversation. What else can we do? Sadly, plenty of dinosaurs still roam the earth, and it sounds like you have one who thinks it's still 1955. He is treating you and your female colleagues differently because you are women. Not only is that not OK, it is also likely to be in breach of your workplace policies and laws. Band together with the other women in your office and document what is happening. Then, together, try to speak to your CEO. It is your CEO's responsibility to ensure you have a workplace where everyone of any colour, gender, sexuality, age etc is treated equally. If your CEO does nothing, document that too, then seek advice from the Sex Discrimination Commission. If you have a whistleblower or ethics hotline, you can also try that. Loading Walking off the job for a day should be a last resort. Use the formal channels in your business first and if there is no success, seek external advice. We are a small business and one of our employees has consistently underperformed, with ample opportunities to improve their performance with additional training, mentorship and support. They also have significant mental health issues and while we've been supportive throughout their time with both paid and unpaid extended leave, I am concerned once they lose their job they'll spiral out. What strategies, support services can we offer, or point them to, to minimise the adverse impact of them losing their job? It sounds like you are balancing that tricky tightrope of putting people first while also trying to run your business. Clearly you do not want to suggest you are letting them go because of their mental health issues (this could well be discrimination if you did, in fact, terminate them for that reason), but you can explain that for anyone losing a job, it will be a distressing time, and you want to support them through that. I would remind them you care about them as a person, not just as one of your employees. I would have referrals for any EAP provider you have ready to go, otherwise details for them to contact a service like Lifeline or Beyond Blue. Seek legal advice before taking any action, just to be on the safe side. A lawyer who understands all the nuances of this case will be able to guide you through this termination to mitigate any potential risks for your business and can help advise practical ways to support your former employee.
The Age
27-05-2025
- Business
- The Age
My workplace is awash with jargon and it's driving me mad. How can I stop it?
Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column, Got a Minute? This week: frustrations with office jargon, an untenable work culture and understanding unfair dismissal time limits. I'm really starting to get fed up with the amount of jargon being thrown around at work. Every meeting is full of people talking about 'getting the ball rolling,' 'thinking outside the box,' or 'circling back.' Sometimes I have no idea what people are trying to say, but then I wonder if I am overreacting. Is there a polite way to stop the jargon without sounding like I'm being difficult? I really want to keep the workplace positive, but it's getting harder when every sentence sounds like a corporate bingo card. Loading You're definitely not overreacting – you're just trying to future-proof your sanity while others are busy blue-sky thinking their way into oblivion. (Just helping with that bingo card!) I am with you: I really dislike the mumbo jumbo that seems to make no sense at all. One of my (least) favourites is being told to put a pin in it, or let's circle back to that idea. I know what it means but to me, you sound like someone who has read too many MBA textbooks. Enough, please. One simple way to push back is to lead by example. When you're speaking, use clear, plain language. If someone fires a jargon phrase at you, it's perfectly fine to ask for them to clarify (preferably in plain English): 'Just to be clear, are you saying…?' And if they come back with something like, 'Ping me, and we can run your idea up the flagpole to close the loop', I'd run. I landed a fantastic role a few months ago; it pays well and is very close to home. However, the office is made up of long-term employees who are proving extremely difficult to work with. One of them sits at my desk in my absence, looking through my work. They listen to my phone calls, continually ask me questions about my finances and personal life, and another made a comment about the street I live on. My boss seems scared to approach them and told me just to give it time. I am thinking about resigning as I cannot work in this environment. I asked about the culture in the interview too, and the manager said it was great and everyone got along really well. Should I resign now? I really don't want to hang around and train anyone. To be honest, I feel like walking out. Loading Personally, I think I would last about an hour in your workplace, so you have done well to last a few months! This is not a workplace environment you should have to put up with. It might be convenient, but it is not worth it for the damage it will do to your mental health and wellbeing. Trust your instincts. If your gut is telling you that staying will just prolong your unhappiness – and it doesn't sound like this culture is going to change any time soon – I would get out of there. Rather than just walking out (and I don't know if you mean that literally, since in your circumstances I can understand why you might want to), try to leave on a clean, professional note. That isn't for them, but for you. I suspect the sooner you put this job behind you and move on, the better.
