Former inmates face employment challenges
Q. A relative was in and out of corrections facilities for about 10 years for breaking and entering, driving under the influence, etc. Now, at age 37, he has been out for 1 1/2 years, has a great girlfriend, an apartment, and has had several good jobs, plus he has stayed out of trouble. As soon as an employer checks the Criminal Offender Record Information, or CORI report, and finds out about his prison past, he is let go. He is on a new path, behaving responsibly, and works very hard. Can you give us some leads for jobs? How can released prisoners find jobs and not return to prison if CORI keeps haunting them?
A. It's great that your relative has his life back on-track. Of course, having a record of any kind can have a negative impact on one's ability to find and keep a job, particularly in certain industries. Understanding how CORI works for might help your relative find work that's a good fit.
Massachusetts has a Criminal History Systems Board that is responsible for regulating the use of CORI. Individuals and agencies must request certification for access to CORI.
Employers that must check CORI include agencies providing care to the elderly and disabled, long-term care facilities, and schools. Employers that may check CORI include daycare agencies, ambulance and pharmaceutical companies, companies dealing with confidential patient information, security companies, and public libraries. The bottom line is that it may be best to look for employment opportunities outside of these industries. For more information, visit MassLegalHelp.org.
I spoke to Trudi Fagerlund, human resources consultant for The Bostonian Group, a benefits consulting firm in Boston. Fagerlund noted, "Massachusetts also offers tax credit to employers that hire ex-felons, in addition to other targeted groups. It's called the Work Opportunity Tax Credit Program. As a member of one of the groups targeted by the WOTC, you can inform potential employers that they are eligible for a tax credit if you are hired."
In addition, as of Jan. 11, Governor Deval Patrick issued Executive Order 495, a bill to change CORI to create economic opportunity for rehabilitated Bay Staters with criminal records. In implementing this policy, employers would consider the nature and circumstances of past criminal convictions, including the date of the offense; the length of incarceration; and the relevance of the conviction to the job.
She is very chatty and loud, and is always busy with other chatters. Recently she brought in a less experienced new employee and when I questioned my eligibility for that role she said that I am not ready for it. Her unprecedented support for this new employee is very noticeable. During my annual review she told me that my performance needs improvement (despite my excellent track record), I am not eligible for a salary increment, and she assigned me a 90-day performance improvement plan. I had never experienced anything like this throughout my career. She also made it clear that I cannot move out of the group before completing this 90-day period or I may face termination.
I am in a dilemma now and am almost halfway through this 90-day period, and I would like to know my rights and how to best handle this situation. Also, is there a law to get a performance raise or to at least cover inflation every year?
A. I can hear your frustration in this complex case. It sounds like you and your manager didn't get off on the right foot and your relationship continued to collapse. The question now is, what happened? And is there any way to fix it?
You said this manager was brought in from another part of the company even though her group wasn't doing well. You took note of that, but may not have recognized what that might mean. Even though her group wasn't doing well, the leadership in your company saw something special in her and found a place for her. You might not have thought she was the right candidate, but she has strong support in the organization. It is always important to be aware of where a manager's support is coming from.
You also have issues with her management style. Her style is very personal, seemingly informal in daily conversation, and with a high degree of contact. She likes to "chat." You, on the other hand, seem to like to do your work, and report on that as needed.
Now your manager has brought in what looks like a "favorite" employee who is getting the development and training opportunities you had hoped for, while you are on a performance plan. Performance plans and development plans are very different. Both offer opportunities to learn, to perform better, and to apply new tools and skills to areas of responsibility, but a development plan is the focus for someone meeting and often exceeding expectations. A performance plan is issued as a warning that expectations are not being met, and consequences will follow if significant change is not made. It seems you were surprised by this. Good managers should let employees know where they stand long before money depends on it. Perhaps you missed some messages you were given or maybe she wasn't upfront about her issues with your performance. I'm not an attorney, but unless you have a contract, there are no laws I am aware of guaranteeing a raise.
Now is the time to set up a face-to-face meeting with your manager to find out specific information on the changes she needs to see, and the best way to communicate those to her and with her. This will be a challenge, but it needs to be done. If you believe there are other managers who will take you into their group, it is also time to get their support. Even if you do think you could transfer, you still need her support because she will most likely need to sign off because of the performance plan. You can also appeal to human resources. Let them know that this situation appears to be about stylistic differences, not performance, and see if they will work with you and the manager to reach a more positive conclusion.
A. Many people think recruiters help a person find a job, but the opposite is true. They help the company find an employee. Contingency recruiters are paid by employers to find the right person to match their job specifications. These recruiters are paid after they complete that task, and multiple firms may be given the same assignment. Companies will often choose an executive recruiter for more senior-level positions, and work with this type of firm exclusively. Executive recruiters are paid based on the assignment, not the successful placement of an individual.
Neither type of recruiters are career counselors or outplacement consultants, so they will not work with you to determine what it is you might like to do and they will not offer assessment tools to help you identify skills. They don't provide resume assistance or interviewing help unless they are working with you. Of course, it very much matters to them which job you take. Firms have areas of expertise, by function and industry, and often individual staff members have relationships with certain companies, which may guarantee them exclusives on the job, or the opportunity to fill the job.
Many people are disappointed to be ignored by recruiters or to be told that a recruiter will not be able to work with them. Being ignored is never fun, but if a recruiter has opportunities for you, they will be in touch. Honest communication is what you need so you won't waste your time trying to work with a firm if they don't see a match. There are many contingency recruiters, as well as placement agencies (for more junior employees) so first seek out those that work with your level, in your area of expertise, and believe that they can help you. Working with just one firm isn't enough because you may not be presented with multiple opportunities.
Time of year is less important when working with these firms. They are always speaking to companies to get position listings, and are always looking to meet good candidates. I encourage you to have an exploratory conversation if you are ever called by a recruiter, it is best to build relationships before you need them. You'll find that their inventory of jobs matches the economy. When the economy is robust, they are very active, but when the economy quiets down they are less so, except for those very difficult-to-fill jobs.
Finding the right recruiter involves research. The Massachusetts Professional Placement Consultants puts out a small brochure and has a website (mppc.com). Ask representatives of companies you know or others in your field who they work with and which recruiters they find effective. Recruiters can offer great opportunities for you especially when you understand their role.
Elaine Varelas has over 20 years of career development and consulting experience and is currently managing partner at Keystone Partners, a career management firm headquartered in Boston. 