Guildance on managing employee

ILW

Southend1 wrote: »

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.

A lot would depend on how easy it is to replace him. If it's just a call to the JC then that is an option. If it is a specialised position then I agree with you.

Lagoon

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.

I agree with this. It's not about hiring and firing excessively - it's about employing someone, realising that you've made a mistake and they're not the right fit for the job, and removing them before they damage the company and waste your money.

It doesn't sound like a case of 'employee doesn't know what's expected of them'. You should KNOW not to lie. That's nothing to do with a few training inconsistencies.

If a member of staff seemed good in the interview, but has changed once they've got the job, why waste time on them? The longer they're in the job, the harder they'll be to remove. There are plenty of people out there who would love the job, and do it without lying, I'd expect.

Tiddlywinks

As an employer you need to ensure you have adequate fair processes in place to support your employment of others.

Do you have clear policies? Appraisals? A staff handbook?

How do staff know how to behave? Are they given an adequate introduction to the business culture / values / behaviours?

What training have you had to develop your people managing skills?

Bottom line? You are the leader and need to act like one. You do not have to be confrontational in speaking with your employee... just be matter of fact, receptive to his viewpoint and then decisive in your feedback.

Essentially, you need to be seen to deal with this issue or it will spread dissent amongst the other workers.

Southend1

Lagoon wrote: »

I agree with this. It's not about hiring and firing excessively - it's about employing someone, realising that you've made a mistake and they're not the right fit for the job, and removing them before they damage the company and waste your money.

It doesn't sound like a case of 'employee doesn't know what's expected of them'. You should KNOW not to lie. That's nothing to do with a few training inconsistencies.

If a member of staff seemed good in the interview, but has changed once they've got the job, why waste time on them? The longer they're in the job, the harder they'll be to remove. There are plenty of people out there who would love the job, and do it without lying, I'd expect.

Shame OP has not clarified the lying. It could be outright dishonesty, or it could be a case of employee feeling he has to say the "right" things to fit in/appear competent, when actually the expectations have not been made clear.

colino

You really do need some management skills training and I would persevere with this employee for another three months after you have sat him down formally to discuss your very serious misgivings about his work. Make sure he is fully equipped with the resources to do the job properly, is entirely clear in his role and how you want it performed. If that doesn't result in an immediate upgrade in performance, he is losing you business, and while it is expensive to constantly go through the recruit/hire/induct process, it is cheaper than your reputation going down the drain.

Galaxy1987

An old manager of mine (previous director of social services) used to tell me that when you first become a manager to a team you become a dictator, then after you have sussed the issues you need to sort, you start to become more fair and softer until you are acting like your natural self. This looks to the staff that you are becoming flexible for them and builds good relationships. The first time i done it was very difficult but afterwards the team become closer.

DKLS

Southend1 wrote: »

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.

You can easily combine the two, starting with ensuring the employee understands what is expected of them, and the get your finger out and keep your head down and dont rock the boat speech.

No business can afford to carry dead wood, unless its the Public sector.

zzzLazyDaisy

Funky_Bold_Ribena wrote: »

With or without a probation period, an employer can dismiss an employee without reason, as long as it isn't for one of the protected reasons, at any point in the first two years.

The reason that I would recommend dismissing this person is that there are several things here, and if he knows that he isn't safe for two years, which most employees should know, and yet he is upsetting colleagues, upsetting customers and upsetting the boss...then think what damage he could do after the two years is up...

.

This ^^^^ Provided there are no protected characteristics to be concerned about, I would be seriously considering dismissal on the basis that it is just not working out. You don't have to give a reason, and you have no obligation to follow procedures (unless you have a disciplinary procedure that gives the employee better than statutory rights, in which case get your procedures reviewed).

As an aside, if you don't have proper documentation in place - written statement of employment particulars; disciplinary and grievance procedures; etc - you need to get into this as it will come back and bite you at some point.

ILW

Jayt1987 wrote: »

An old manager of mine (previous director of social services) used to tell me that when you first become a manager to a team you become a dictator, then after you have sussed the issues you need to sort, you start to become more fair and softer until you are acting like your natural self. This looks to the staff that you are becoming flexible for them and builds good relationships. The first time i done it was very difficult but afterwards the team become closer.

public sector management is generally terrible, so I would not take any advice.
They are also very good a keeping deadwood employees that nobody else could afford to employ.

Mojisola

cobbingstones wrote: »

I'm new to being a manager (self employed) and I'm finding it challenging dealing with an employee who initially showed a lot of potential, but now five weeks in is needing some ground rules and for me to be more 'boss' like.

I find it difficult challenging people and would appreciate some advice on how to deal with staff who have had customer complaints and who the other members of the team are becoming peed off with them due to their 'I know everything' attitude and also at times lying.

You've got other staff who are presumably working well so your management skills can't be as bad as some are suggesting!

Some people can look good on paper and at interview. If a new member of staff has managed to cause so many problems in such a short time, I wouldn't keep him/her on. You need a good team who will work together - one person who doesn't fit in can cause a lot of problems.