Coping with boss's relative can be a high-risk venture

When there are relatives of management working in an office, accusations of favoritism are rarely far behind - whether they are accurate or not. (istockphoto.com)

Q. I'm a manager of a healthcare services firm, and am plagued by employee complaints regarding an employee who is a relative of a very senior manager. While this person was a manager, the feedback was awful - she was described as punitive, she micromanaged staff, would minimize others' views, and was protected by senior management. She was moved to another role, but people still want her gone. She is performing better, but her history is traveling with her. She seems to be the target of another manager, who adds to staff complaints about her and does not seem to be able to turn the situation around. How should this be dealt with so we don't have a massive walk-out?

A. It seems there is a human resources disaster lurking behind every corner! Let's start with relatives in the office - this situation often presents more disasters than any human resources person can count. Accusations of favoritism are always around, whether they are accurate or not. In many cases, staff evaluations can't be conducted with any transparency, and infighting among managers vying for senior leadership attention can divert energy from where it is most often needed. People are often skeptical and are concerned about fairness when the relative is selected for a promotion or a new position, especially in a time of layoffs. But these issues are for the senior manager to consider. This is a high-risk area for you to address; now that the relative's performance has improved, there are other more demanding areas deserving your attention.

The relative has now been reassigned and has shown improvement. Instead of congratulating the manager who moved her, people are continuing to complain, perhaps about what she used to do, as opposed to her current performance. With good management, most staff members can be encouraged to see the positive in a situation. Unfortunately, the relative was not assigned to this type of helpful manager. Instead, you are faced with a manager who is also known as a "pot stirrer." This type of employee finds a bad situation and makes it worse by encouraging colleagues and staff to be disgruntled. I encourage you to speak to this manager, without using the negative moniker, by suggesting she can continue to build employee loyalty and be well regarded by building positive relationships and by trying to eliminate friction regarding the relative. Approaching this as colleagues and discussing how the two of you and other managers might be able to work together to create a better work environment will be a good start.

A. I consulted Josh Black, a partner at Bello, Black and Welsh, attorneys in Boston. According to Black, "The terms of your compensation plan or the company's incentive pay plan will govern your entitlement and the timing of any payments. Some plans have very specific provisions concerning payments to separating employees."

To give you accurate advice, one would need to review the plan. However, assuming you are correct that a payment is due, the plan may state when the payment is to be made. If not, then the company's past practice is a good guide as to what is a "reasonable time" to wait. That others have been paid a "goodwill payment" certainly suggests the company is behind schedule. There are many possible reasons, most of which have nothing to do with good or bad faith. It may be that the company's revenues are lagging, so cash is scarce. Or it may be that your individual payment is difficult to calculate because some deals have not closed.

I would not assume the worst. Instead, call your former manager and tell him or her that you are growing tired of the delay. State that you do not want to go over his or her head or initiate a formal dispute. Give him or her a deadline. If you reach the deadline without a response, write to the next level manager up the chain, with a copy to human resources. If this still does not result in payment, then Black recommends that you contact the Fair Labor and Business Practices Division of the Massachusetts attorney general's office. They can help you file a complaint if you decide to pursue formal legal action. In most cases, a letter from the AG's office results in a payment.

A. Regardless of your compensation level, there are plenty of parts of the job search to complain about. You could also focus on the positive. You get the opportunity to meet plenty of new people, learn more about companies you're already familiar with, and discover new organizations.

You also get the chance to hear what people who like and respect you think of your professional skills and contributions, and your talent as a senior executive, corporate or organizational leader, and manager of people. These people are your references, and they serve plenty of supportive roles as you enter the job search, and not just at the end.

According to Sean Kenney, Partner at Essex Partners, a career management firm, "There is a strategy for selecting and preparing your references, and how effective they will be on your behalf is based on that strategy."

Kenney advises clients to list potential references. Obvious ones include your boss and peers. But don't forget other executives who may offer a relevant perspective on your work, such as board members, customers, vendors, and members of other business units within the company.

Cull it down to five good, strong references who can speak well about your work and your personal style, and can present different views of your breadth of experience.

Early in the process you need to ask their permission to use them as a reference. Why early? It typically takes time to get in contact with people, and to have a conversation that is longer than "Will you?" and "Yes" and "Thanks."

Nor do you want to be scrambling when you need a particular reference.

If you have the opportunity to meet with your references, take the time to do so. Bring a resume so you have a document to remind them about the specific accomplishments you would like them to address.

These people are also good networking contacts. If they are willing to be a reference, they will be willing to generate ideas and introductions for you, as well.

Be prepared for difficult conversations with your references. Kenney suggests asking them if they have any concerns about your candidacy in general, and for specific types of positions. Is there anything they would be uncomfortable commenting on? While it has the potential to be awkward, it is far better for you to learn about any concerns or unaddressed issues they have, than to have your prospective employer discover it. Don't try to persuade your reference otherwise. Acknowledge their concern and thank them for their willingness to be a reference.

You are not committed to using every reference you ask, or all who offer. Do not offer someone who will not speak enthusiastically about you, and even if they are contacted your preparation will work to your benefit.

When you are providing your references for a specific opportunity, contact them as soon as you give their name and contact information. Let them know as much as you can about the position and what they can highlight about your background to help make your case.

Remember, references can help overcome that last objection to your candidacy if prepped by you. "Jim, if you could mention that work we did with off-shoring, that would be really helpful. I think they are concerned that I don't have enough experience in that area."

Ask your references to call you after they have been contacted. They can provide a general sense of the conversation and let you know if there were other issues that were discussed.

Keep your references involved in the process. Let them know about your challenges and your successes.

And show your appreciation. These colleagues recognize the value of good professional contacts, and I'm sure will be pleased to know they can count on you to reciprocate.

Elaine Varelas is managing partner at Keystone Partners, a career management firm in Boston and serves on the board of Career Partners International.