Guildance on managing employee

DKLS

I would be having a quiet word with the employee, and give them a chance to turn things around of say 2-3 weeks duration and if there isnt significant improvement and more customer complaints I would show them the door.

Southend1

ILW wrote: »

I would spend time and money developing the right people. On the face of it, this person seems to have an attitude problem. Unless there is some big plus point for the individual, why waste resources that could be better used elsewhere?

I would happily spend time with someone who has the right attitude but lacks some practical skills, but not visa versa

A couple of weeks ago OP thought this was the right person, who showed great potential. What has changed? The biggest change is clearly the employee's new role. I expect it's mostly down to poor induction and training, and that problems are likely to arise with other new starters too. Though some training in recruitment and selection may benefit OP too.

Southend1

DKLS wrote: »

I would be having a quiet word with the employee, and give them a chance to turn things around of say 2-3 weeks duration and if there isnt significant improvement and more customer complaints I would show them the door.

The employee needs a clear understanding of what is expected of him and how to go about it, not a "pull your socks up or you're out" talk.

ILW

bitemebankers wrote: »

Says someone who clearly has little or no experience managing anyone.

I have been an owner manager for many years, different matter when you are dealing with your own money I guess. It can take a while to build a decent team and this involves getting rid of people that do not fit.
What business needs an employee that is generating customer complaints and by definition losing you business?

Southend1

Sasha101 wrote: »

Hi Cobbingstones,

Get a meeting set up with this employee asap, armed with a copy of their job description and go through each duty with them, what it means and how their performance will be measured so they understand what it is that you expect from them. Have an honest chat with them, who knows this person could be feeling very intimidated by the 'pack mentality' of other team members, tough circumstances at home may be playing on their mind at work. If you don't talk to them you won't know!

Is this a time to review your inductions? Look at quality training, a buddy system for first few weeks to settle new person in, have they received a copy of the code of conduct?, health and safety policy etc so they are aware what behaviour is acceptable and what isn't?

Personally I think it's unfair to jump to conclusions that this person is at fault. Could it be a personality clash with other team members who have been their years and years and not keen on this new person coming in with their fresh ideas unsettling the team?

If others do have complaints and genuine concerns then you need to tell them to follow procedures and evidence dates, times, comments made etc so you have evidence to back up their claims of poor performance and not relying on hearsay from the office/shopfloor etc

It is very easy to think this person is crap and sack them blah blah blah but as manager your employees are looking to you for leadership. It is up to you to find the strength to deal with this person (and your team) head on otherwise you will be seen as weak. Deal with it the right way though, show understanding and support but don't forget to follow the rules. If things continue to worsen despite your meetings and support then it's time to refer to your manager/HR team as this could lead to dismissal, disciplinary procedures etc.

Good luck, it's tough at the top

Good advice here

Wyndham

If the behaviour isn't acceptable, you need to at least say that, make it clear what you do want, and then give them a chance to improve. It takes time and effort to recruit staff, so showing them the door now could put you into a jam when all it might take is a quiet word to fix it.

With a complaint, assuming it's 'official' I think you have a duty to sit down with the employee and hear their side. Then maybe talk about how they might have handled the situation, or what they might do next time to mean it doesn't result in a complaint. They need to be given a chance to answer any accusations, and this should be done in a supportive, not an accusatory, way.

Good luck, it's tough, believe me I know!

Southend1

ILW wrote: »

I have been an owner manager for many years, different matter when you are dealing with your own money I guess. It can take a while to build a decent team and this involves getting rid of people that do not fit.
What business needs an employee that is generating customer complaints and by definition losing you business?

Some employees don't work out and it is occasionally necessary to fire someone as a last resort, but hiring and firing randomly until you have the perfect team is wasteful and bad practice.

Southend1

Wyndham wrote: »

If the behaviour isn't acceptable, you need to at least say that, make it clear what you do want, and then give them a chance to improve. It takes time and effort to recruit staff, so showing them the door now could put you into a jam when all it might take is a quiet word to fix it.

With a complaint, assuming it's 'official' I think you have a duty to sit down with the employee and hear their side. Then maybe talk about how they might have handled the situation, or what they might do next time to mean it doesn't result in a complaint. They need to be given a chance to answer any accusations, and this should be done in a supportive, not an accusatory, way.

Good luck, it's tough, believe me I know!

Good advice here too!

ILW

Southend1 wrote: »

Some employees don't work out and it is occasionally necessary to fire someone as a last resort, but hiring and firing randomly until you have the perfect team is wasteful and bad practice.

True but keeping on someone who is getting customer complaints and also demotivating the existing team is madness. This assumes this is not a manager bought in to shake things up.

Southend1

ILW wrote: »

True but keeping on someone who is getting customer complaints and also demotivating the existing team is madness. This assumes this is not a manager bought in to shake things up.

True, customer complaints are a serious concern. But....He's only been there 5 weeks though. If induction and training were done thoroughly then maybe now is the time to think about a probation action plan, but I don't think it's anywhere near needing to let this person go yet.