How do we address or handle an employee who is showing signs of cognitive decline?

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 How do we address or handle an employee who is showing signs of cognitive decline?


We have an older employee (70+) and he’s been with the company for well over 30 years. He retired from the military and then joined us.

Within the last year, we (especially the coordinator) have noticed the older employee is slowly starting to decline. At first, we joked about it, but now it’s almost becoming an ongoing issue where safety might become an issue. No one has documented anything first hand, but his work logs (when he remembers to do them) are showing inconsistent entries, timing errors, etc.

I started having my suspicious thoughts about the decline when he asked me for help setting up his work iphone. I asked him to enter his work email and he responded with “what’s that?”

How do we approach this employee or how do we get him help


Jobadvisor

This is a delicate and challenging situation that many workplaces face. It requires a thoughtful, compassionate, and legally compliant approach. Your priority is the employee's well-being, workplace safety, and the company's legal obligations.

Here's a structured approach to address or handle an employee showing signs of cognitive decline:

1. Prioritize Documentation (Discreetly and Factually):

  • Start Now: While no one has documented anything yet, it's crucial to begin. This isn't about building a case against him, but about having objective, observable data.

  • Focus on Performance & Safety: Document specific instances of missed tasks, inconsistent work, safety concerns, memory lapses affecting work (like the iPhone email incident), or errors.

  • Objective Language: Stick to facts. Instead of "he's confused," write "Employee X did not recall his work email address when asked," or "Task Y was completed incorrectly on [date] leading to [specific consequence/safety risk]."

  • Coordinator's Role: The coordinator, who has the most direct observations, should be instrumental in this.

  • Legal Protection: This documentation is vital if you need to make decisions about job modifications, medical leave, or, as a last resort, termination.

2. Understand Your Legal Obligations (Consult HR/Legal Counsel):

  • Age Discrimination in Employment Act (ADEA): This protects employees 40 and older from discrimination based on age. You cannot force retirement or make employment decisions solely based on age.

  • Americans with Disabilities Act (ADA): If the cognitive decline is due to a medical condition (e.g., Alzheimer's, dementia), it may be considered a disability. The ADA requires employers to provide "reasonable accommodations" unless doing so would cause undue hardship.

  • Key Question: Can the employee perform the essential functions of their job, with or without reasonable accommodation? This is the core of ADA compliance.

  • Company Policies: Review your company's policies regarding performance management, medical leave, and disability accommodations.

3. Initial Internal Discussion (Management/HR):

  • Inform HR: You absolutely need to bring HR (Human Resources) into this discussion immediately. They are trained in legal compliance and sensitive employee issues.

  • Manager/Coordinator/HR Meeting: Discuss all observations and documented instances.

  • Brainstorm Potential Solutions/Next Steps: Before approaching the employee, have a preliminary plan.

4. The Conversation with the Employee (Carefully Planned and Executed):

This is the most sensitive step.

  • Who Should Be Present: A direct manager/supervisor and an HR representative.

  • Setting: A private, comfortable, and non-confrontational setting.

  • Focus on Performance, Not Health: Do NOT diagnose or speculate about his health. Focus solely on observable work performance issues and safety concerns.

  • Use Documented Examples: "John, we've noticed some inconsistencies in your work logs, specifically on [date] regarding [task], and concerns were raised about the proper procedure for [specific task]. We also noted difficulty with [example like the iPhone email]."

  • Express Concern (Professionally): "We're concerned about these issues and want to understand what might be causing them and how we can best support you."

  • Offer Support: "Is there anything going on that is affecting your ability to perform your job safely and effectively?" or "Is there anything we can do to help you meet the requirements of your role?"

  • Suggest Medical Evaluation (If appropriate and legally permissible): This is where it gets tricky. If performance issues are significant and appear to be health-related, and you have objective documentation, you may be able to request a fitness-for-duty examination by a medical professional. However, this MUST be done in consultation with HR and legal counsel as there are strict ADA guidelines for such requests. It must be job-related and consistent with business necessity.

  • Discuss Resources: Be prepared to discuss company resources like Employee Assistance Programs (EAP) if available, which can offer confidential counseling and support for personal issues, including health concerns.

  • Maintain Confidentiality: Emphasize that this conversation is confidential.

5. Explore Reasonable Accommodations (If a Disability is Confirmed):

If a medical professional confirms a condition impacting his ability to perform essential job functions, engage in an "interactive process" with the employee to identify reasonable accommodations. These could include:

  • Job Modifications:

    • Simplifying complex tasks.

    • Reducing workload or scope of responsibility.

    • Increasing supervision or check-ins.

    • Providing written instructions or checklists.

    • Using memory aids (digital or physical).

  • Changes in Schedule/Environment:

    • Flexible hours.

    • Reduced hours.

    • Relocation to a quieter workspace.

  • Assistive Technology:

    • Tools to help with organization or memory.

  • Transfer to a Different Role: If he can no longer perform the essential functions of his current role, explore if there's another vacant position for which he is qualified, with or without accommodation.

  • Leave of Absence: If temporary, a medical leave might be an option under FMLA (if eligible) or company policy.

6. Follow-Up and Monitoring:

  • Create a Plan: Based on the conversation and any accommodations, establish clear expectations and a plan for monitoring performance.

  • Regular Check-ins: Schedule regular, private check-ins to discuss progress and challenges.

  • Documentation Continues: Continue to document performance, both positive and negative, and the effectiveness of any accommodations.

7. Prepare for Difficult Outcomes (As a Last Resort):

  • Inability to Perform: If, after accommodations, the employee cannot perform the essential functions of the job safely and effectively, or if no reasonable accommodation is possible without undue hardship, more difficult decisions may need to be made.

  • Legal Counsel is Essential: Any decision to change an employee's role, offer a severance package, or consider termination due to performance related to a potential disability must involve legal counsel to ensure compliance and minimize risk.

What NOT to Do:

  • Gossip or Speculate: Avoid discussing his health with other employees.

  • Make Assumptions: Don't assume you know his diagnosis or what he needs.

  • Ignore the Problem: Ignoring safety risks or performance issues puts him, his colleagues, and the company at risk.

  • Pressure Him to Retire: This can be seen as age discrimination.

  • Take Away Responsibilities Without Discussion: This can be demeaning and potentially discriminatory.

This is a very challenging situation, but by approaching it with empathy, clear communication, robust documentation, and legal guidance, you can navigate it responsibly.


Has anyone in their 30s completely changed careers and moved abroad to start fresh?


I’m in my mid-30s, had a baby last year, and have been feeling completely burnt out. I’ve worked in design for the past decade — the last six years in advertising — but I originally studied illustration and always dreamed of doing something more creative and fulfilling.

I’m planning to quit my job next year and take a “creative sabbatical” to build a new portfolio and explore illustration again. My husband and I have also been talking about moving abroad — partly for a better work-life balance and partly to raise our son bilingually in Spanish. We’re considering Mexico or Spain (we have Ibero-American ties, so Spain could lead to citizenship in two years instead of ten).

We’re currently living with his parents to save money, which I’m grateful for, but it’s been tough on my mental health after living independently since high school. My husband was laid off during the film industry strikes and has been unemployed for over two years; he’s still figuring out what’s next too.

We could afford a year off through my savings, but it feels like such a big leap — career change, baby, move abroad, uncertain future.

Has anyone here done something similar — pivoted careers and moved abroad in your 30s (especially with a family)? What helped you make the leap or find clarity?


Jobadvisor

Yes — many people make big life pivots in their 30s, and not only is it possible, but it often turns out to be a turning point for the better. Your situation has a lot of moving parts — career identity, finances, family dynamics, location — but you’re also already doing something really important: you’re paying attention to the internal signal that the current path isn’t sustainable or aligned anymore.

Here are some perspectives, both emotional and practical, from others who’ve done something similar — and some steps to help you find clarity rather than leap blind.

First, you’re not starting from zero.

It’s easy to frame this as:

“I’m giving up a decade of work and starting over.”

But in reality:

  • You have design skills, creative problem-solving, client communication, project management, and the ability to finish complex work under pressure.

  • Illustration doesn’t mean “reinventing yourself” so much as redirecting your skills toward something that feels more aligned.

  • Many illustrators build careers by combining multiple skills: illustration + design + lettering + motion + art direction + teaching + licensing.

Your past work feeds your future work — it doesn’t disqualify it.

Second, the timing actually makes sense.

People often think it’s reckless to change careers while raising a child. But parenthood forces perspective — it clarifies what matters. Many people shift careers after having a baby because:

  • You want your child to see you doing something meaningful, not just tolerable.

  • The long-term trajectory matters more now than short-term convenience.

  • You’re thinking in terms of the family’s life design, not just survival mode.

And since you’re already in a financial-saving mode and living with family, this is a natural transition window.

About the move abroad

This part feels scary because it stacks change on change.

But you actually have some strong advantages:

  • Ibero-American ties → faster citizenship is a major strategic benefit.

  • Raising your child bilingual works best if started early — this is a good window.

  • Spain and Mexico both have lower cost of living regions where creative careers are more sustainable.

People often regret not taking the chance more than taking it.

The hardest part isn’t logistics — it’s identity.

Burnout + parenthood + unemployment in the family + living with parents = you probably feel:

  • Disconnected from who you were

  • Unsure who you're becoming

  • Afraid that “starting over” means failing

But what’s actually happening is this:

You are outgrowing a version of yourself.

This is painful, but it’s also what growth looks like.

To help you find clarity (not just courage), try this structure:

1. Define what you're moving toward, not just away from.

Write down:

  • What does a good day look like?

  • How do you want parenting + work to interact?

  • What feelings do you want your work to give you?

(People often realize they’re chasing freedom, spaciousness, focus, not “a career label.”)

2. Start the creative shift before the sabbatical.

Even 3 hours per week of illustration now:

  • Helps rebuild identity

  • Reduces the shock when you quit

  • Makes the sabbatical feel like expansion, not recovery

3. Research relocation with “testing, not committing.”

Examples:

  • 1–3 month exploratory stay

  • Network with expat parents + local creatives online

  • Look up residencies or illustration communities in both countries

4. You and your husband need a shared life design conversation.

Not “What jobs should we get?” but:

  • What kind of daily life would we be proud to live?

  • What rhythms matter? (walkability, childcare, social support, creative time, slow mornings, etc.)

  • What does enough money actually mean?

This turns fear into intentionality.

What helped others make the leap

People who’ve done this often say:

  • “I didn’t know the path before I stepped on it. I found the path by walking.”

  • “Clarity came from doing, not thinking.”

  • “I didn’t become someone new — I finally returned to who I was.”

You already know what direction is calling you.
The real work is giving yourself permission.

You are not making a reckless decision.

You are making a considered transition toward:

  • Better mental health

  • A more sustainable family life

  • A more creative identity

  • A bilingual environment for your child

  • A country that aligns with your values

That is not a risk — that is an investment.


Our only corporate card is with our CEO and he's in Bali for a month

I work on a startup with 22 people (7 months old startup) and we have one corporate card only for the whole company which stays with the CEO only. He left for Bali 3 weeks ago and will be gone for another week. There are multiple things that need to be paid (these are just some I didn't include everything):

Annual software renewals (about $4k worth)

New laptop for an engineer who starts Monday

Catering for a client event next week

+ some random other stuff

I've asked him to send me the card number over slack and he won't do it because of security reasons and then I asked if he could just make the purchases remotely but he again said he's busy and to figure it out.

We don't have a company credit limit with any vendors and we can't do purchase orders. We also can't use personal cards because our accountant freaked out last time someone did that.

We're stuck and the engineer starts on Monday (this Monday) and won't even have a computer because the CEO won't trust his employees? What is this tell me? Let's say we abuse the card (worst case scenario ever). He would simply dispute all the transactions fire us and that's it

I'm very curious if it's just a thing that this company does only (regarding this flow that we have when it comes to internal company purchases) because it's my first time working in a company so I'm not sure how others operate. Btw best believe I won't be taking any responsibility for this because if the CEO doesn't care why would I care? My goal is to get experience and I have to say I have gained a lot of positive experience but when it comes to accounting/financial side this startup just sucks


Jobadvisor

Here’s a clearer, more professional rewrite that still captures your point:

Our startup has 22 employees and is about 7 months old. We currently only have one corporate card, and it’s held exclusively by our CEO. He’s been in Bali for the past three weeks and won’t be back for another week. Meanwhile, we have several time-sensitive expenses that need to be paid, including:

  • Annual software renewals (around $4k total)

  • A laptop for a new engineer starting Monday

  • Catering for an upcoming client event

  • Various smaller operational expenses

I asked the CEO if he could share the card details with me or just make the purchases remotely himself. He refused to share the card information for security reasons, and when I asked if he could simply make the purchases, he said he was too busy and told me to “figure it out.”

We don’t have credit terms with any vendors, we don’t use purchase orders, and our accountant has discouraged using personal cards because it complicates bookkeeping.

This leaves us stuck. The new engineer is starting Monday and we don’t even have a computer ready because there’s no approved way to pay for one. It feels like a complete breakdown in internal financial processes. I understand security concerns, but this seems impractical and inefficient. Even in a small startup, usually multiple people have purchasing authority or there’s at least a reimbursement process that’s actually supported.

I’m trying to understand if this kind of setup is normal for startups or if this is just a sign of poor operational structure on the financial side. I’ve gained a lot of good experience here in other areas, but the finance/purchasing workflow is honestly a mess — and it’s now affecting actual work we need to get done.


I’ve been job hopping every 1–2 years and I’m worried I’m becoming “unhirable.” Is this actually a red flag?


I’m in my late 20s and feeling really anxious about my resume.

Since graduating, I’ve held 4 different roles, each about 12–18 months long. I wasn’t fired from any of them. I left because of better pay, toxic management, no growth opportunities, etc.

Some say job hopping is normal and even good if you’re learning and increasing your salary. But I've heard others say employers see it as a lack of commitment or reliability.

So now I’m confused. Did I ruin my resume, or is this just how careers work now?


Jobadvisor

It's understandable to feel anxious about job hopping, especially with conflicting advice circulating. Let's break down whether this is truly a red flag and what you can do about it.

Is Job Hopping a Red Flag? It Depends.

The answer isn't a simple yes or no. Here's a nuanced perspective:

  • For Some Employers, Yes, It Can Be:

    • Cost of Hiring: Hiring is expensive.1 Companies invest a lot in recruitment, onboarding, and training.2 If they see a pattern of short tenures, they might worry you'll leave quickly, making their investment futile.

    • Lack of Commitment: Some older-school hiring managers might view it as a lack of loyalty or an inability to "stick with it."

    • Learning Curve: Every new role has a learning curve. If you're leaving before truly mastering a position or seeing projects through, it can be a concern.

  • For Many, Less So, Especially in Certain Industries:

    • Tech and Startups: In fast-paced industries like tech, job hopping is often more accepted, even seen as a way to gain diverse experience quickly.3

    • Skill Acquisition: Many companies value a broad skillset. If your job hopping has led to a significant increase in skills and responsibilities, it can be a positive.

    • Market Realities: The job market has changed. Loyalty to a single company for decades is less common, and employees often need to move to get significant salary increases or promotions.

    • Good Reasons: As you mentioned, leaving for better pay, growth opportunities, or escaping toxic environments are valid reasons. Smart employers understand this.

Why It Might Be Seen Differently Now (and how to portray it):

  • Rapid Skill Development: In today's rapidly evolving world, staying in one role for too long might mean your skills become stagnant. Moving allows you to pick up new tools, technologies, and methodologies.

  • Exposure to Diverse Environments: Each company has a unique culture, set of challenges, and way of operating. Short stints can expose you to a variety of these, making you a more adaptable and well-rounded professional.4 Imagine a puzzle where each piece represents a different company you've worked for. Each piece adds to the bigger picture of your career experience.

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