BE CLEAR ABOUT THE TRAINING YOU NEED EMPLOYEE NOT BEING FAIR TO SELF.

Byline: Ken Lloyd On the Job

< Q -- Iam a new employee with this company, and I have been given no training. When I have questions about how to do my job, my supervisor ignores me and my co-workers are too busy. I'm making mistakes already, and I don't know where to turn. Can you help? K.E.

A -- If you entered this position with the clear understanding that you are going to be provided with some training by your supervisor or colleagues, only to find that such training is nonexistent, then it is quite likely that many other components of effective management are also nonexistent.

Even if you were hired because of your expertise, along with an expectation that you needed minimal training, there still is a need for someone in management to meet with you to review the company's standards and procedures for your position. By ignoring all of your requests, your supervisor also is ignoring the actual and potential costs of having an employee who is either minimally productive or making substantial errors.

If you truly want to keep this job, you should approach your supervisor when he or she is not particularly busy and ask for some help. Be clear and concise in describing the specific areas in which you need guidance. You should take a similar approach with your fellow employees, and even with human resources or senior management if necessary. You work for a company that essentially expects you to sink or swim on your own, but you should give it a little more time before deciding to jump ship.

Q -- I just graduated from college with a management degree and will be looking for a job shortly. I completed an internship over the last five months but left the company on bad terms. I gained a lot of knowledge and experience from the internship, and it is a great addition to my resume. I know that I won't be able to have references from anyone except another intern. Should I still include this internship on my resume? R.B.

A -- Just because your internship ran aground does not mean you should delete it from your resume. A resume is supposed to be a truthful summary of your prior work experience, and employers do not appreciate fictionalized accounts. In fact, if you are hired and the company later finds you presented false information during the hiring process, you are likely to be terminated.

The internship is a great addition to your resume. If you cut it, you are also cutting your marketability to a potential employer. When the subject of this internship comes up during the interview, tell the interviewer exactly what happened. That way, you can prepare him for a less-than-glowing reference, and its impact will be lessened because you will have established a more positive framework in which it can be interpreted.

Several studies have found that admitting prior job problems is often interpreted by interviewers as a sign of confidence. Showing confidence makes more sense than trying to con the interviewer.

Q -- We have a skilled employee who keeps complaining that she is not being treated fairly. We have asked her for examples, and she presents nothing but contrived instances that do not point to unfair treatment at all. We have looked into the matter seriously and believe that she is wrong, but she won't let up. We don't know how to deal with her. What can you suggest? P.D.

A -- When employees complain about issues of fairness, it is only fair to investigate such claims thoroughly and promptly. If you have truly found that they are unfounded, the next step is to provide the employee with clear and factual feedback on the matter.

When it comes to fairness, she needs to see that she is being unfair to herself. By focusing on perceived issues of inequitable treatment, she is interfering with her own productivity, credibility and effectiveness. This behavior will actually limit her opportunities for growth, achievement, recognition and advancement.

It is important for her to understand that you are interested in correcting instances of unfairness where they exist, and you are still interested in her input on this matter. She also needs to see that somewhere along the way, she lost sight of some of her job priorities, and now it is time for her to focus on getting the job done. If unfounded matters continue to distract her, she should be advised that such behavior is not fair to the department and will subject her to serious consequences.