Troublesome member of staff

delmar39

Hi all


Recently took over the line management of a staff member. Previously left to his own devises (by our CEO) he's not enjoying my firmer style of line management in that I'm holding him to account. Already taken them through a disciplinary hearing (verbal warning issued), but they continue to cause problems. Seems to be a complete lack of self awareness on their part - said person moans about certain projects, but then when they are taken away comments around why they lost them! We are looking at a potential restructure in the next couple of months, which could mean them going voluntarily or through compulsory redundancy so there's some light at the end of the tunnel, may be. I don't look forward to coming into work at the moment because of this person and to be honest it's been a nightmare, simply want to come in and enjoy what I do. Hopefully sorted soon. Anyone else ever had problems?

Takeaway_Addict

delmar39 wrote: »

Hi all


Recently took over the line management of a staff member. Previously left to his own devises (by our CEO) he's not enjoying my firmer style of line management in that I'm holding him to account. Already taken them through a disciplinary hearing (verbal warning issued), but they continue to cause problems. Seems to be a complete lack of self awareness on their part - said person moans about certain projects, but then when they are taken away comments around why they lost them! We are looking at a potential restructure in the next couple of months, which could mean them going voluntarily or through compulsory redundancy so there's some light at the end of the tunnel, may be. I don't look forward to coming into work at the moment because of this person and to be honest it's been a nightmare, simply want to come in and enjoy what I do. Hopefully sorted soon. Anyone else ever had problems?

Its all part of management at the end though, you need to be confident in dealing with this person and making sure they are doing what is required.

You also need to explain to the person why they are removed from roles etc and you had better be recording everything down in writing so that if needs be you can back yourself up.

Is he actually doing anything wrong work wise?

tomtontom

How long has said employee worked there? When he was left to his own devices was he getting his work done?

I get the impression this may be your first management role. Is there anyone that could act as a mentor to you?

ben_m_g

A worker can do all his work, yet still be a bad employee.
Negative or disruptive attitudes can be very damaging to the company and other staff.

As much as I hate to admit is sometimes you can do nothing about this other than removing them from the company.

I am in the same situation, one worker who does just enough not to get fired but is poison for the department.

I have so far; organised training, informal chats with him, structured recorded meetings, plans set out to explain what he is doing wrong and time scales to fix it, meetings between him and my manager and meetings between him and HR.

Because he turns up everyday, he is very hard to remove.

It has already been said, write down everything!

Every time I speak with him, or there is an issue, I write it down with the time and date, if I correct his behaviour I make a note, every official meeting is notarised and played by the book.

delmar39

ben_m_g wrote: »

A worker can do all his work, yet still be a bad employee.
Negative or disruptive attitudes can be very damaging to the company and other staff.

As much as I hate to admit is sometimes you can do nothing about this other than removing them from the company.

I am in the same situation, one worker who does just enough not to get fired but is poison for the department.

I have so far; organised training, informal chats with him, structured recorded meetings, plans set out to explain what he is doing wrong and time scales to fix it, meetings between him and my manager and meetings between him and HR.

Because he turns up everyday, he is very hard to remove.

It has already been said, write down everything!

Every time I speak with him, or there is an issue, I write it down with the time and date, if I correct his behaviour I make a note, every official meeting is notarised and played by the book.

Very similar situation here. Time keeping is impeccable etc etc, it's just general attitude and self awareness. As noted in my OP the one time he did step out of line I implemented our disciplinary procedure. Unfortunately the person carrying out the hearing didn't act on the recommendation from HR to issue a first or final written, instead caved in and issued a verbal. This really did undermine my position.


It's not my first management roll, I have other members of staff too. It is however one of the most difficult situations I've dealt with. I've had issues with other members of staff from time to time, as said above it's just management, but generally the informal approach is enough to push things forward positively.


As also said above often the only way to resolve is to remove from the business, I feel this is the only way here so I'm hoping the restructure might help here.


Thanks for all your comments.

delmar39

tomtontom wrote: »

How long has said employee worked there? When he was left to his own devices was he getting his work done?

I get the impression this may be your first management role. Is there anyone that could act as a mentor to you?

Thanks for this. Employee has 10 years service. In terms of getting work done it's difficult to explain. In a nutshell he has been promoted over the past couple of years, but isn't a manager. He has 3 direct reports who have no respect for him whatsoever. His R&Rs do no warrant the manager title or pay scale, but historically our leader has had a 'soft spot' for him and subsequently it's been difficult to push forward, until recently as they penny has finally dropped. As noted in my previous post it's not my first management position, I've dealt with similar situations effectively, but nothing seems to be working here long term. Back to square one constantly. He does have declared mental problems so we're having to tread carefully. I receive HR guidance from two sources - our HR providers and from a Board Member who specialises in HR, so I'm doing things by the book. Just difficult to sort out once and for all. It's a shame as said person is a drain on the office atmosphere.

tomtontom

You're not telling us what he is doing wrong - a lack of self awareness is not grounds for disciplinary action, what attitude is he displaying that would be cause for disciplinary action? You seem intent on doing things by the book, how about just sitting down and talking to this person, offer support rather than judgement? Not everything has to be formal.

You refer to mental problems, I assume you mean mental health problems. Have you considered whether he may be classed as having a disability, and if so what adjustments have you looked into?

cazziebo

I also thought this was your first management position from the way you describe the situation.

I'd be a bit concerned that you have only recently taken over responsibility for this person, and very quickly launched into a formal disciplinary process. I think most employees might find that difficult to stomach, especially if they have had decent length of service with no concerns expressed.

I'm also a bit concerned about your redundancy comment. A job is redundant not the person. Is this job no longer required? Is there a job needing done that this person can do? While you have it in your head that he's not long term, you're not going to be looking for a positive solution here.

I would be tempted to say to him it's been a bad start, what is he looking for from the role, what is he good at , what parts does he enjoy, what does he not like. You then have to present the company's case on what tasks need done and to what standard and then lay down the expectations. Agree a plan of action to get you both back on track. He isn't the problem - you both share responsibility for making this work.

Think very carefully before removing someone's livelihood.

barryboris

What, exactly, has he done? You will need to be more specific than 'a lack of self awareness'.

bristol_pilot

There is nothing in the original post to suggest this employee has done anything wrong. 'Lack of self-awareness' and 'general attitude' are not disciplinary offences, the implication is that the OP just doesn't like him possibly because he isn't a yes-man or because he has a mind of his own. Maybe the OP thinks the employees should stand to attention and salute when he enters the room. The OP should tread very carefully as he potentially risks a formal complaint for bullying being filed against him. This is almost certainly a disciplinary offence in itself.

Tiddlywinks

Sorry but you do sound very inexperienced... why are you posting here? To have a moan or to get advice.

As others have said, you haven't been at all specific in your description of the issues.

As a manager you should be working with your staff and not against them. You appear to be wanting this chap to fail - that is unprofessional and even vindictive.

How are you helping your member of staff to improve his performance? What positive indicators are you seeking? How will these be measured?

YOU have a major role to play here - and that should be as a supporter and not just as a critic.