Difficult employee that no manager wants

Ella_fella

Looking for some constructive advice please on the correct approach to resolve a staffing problem with a manager I work with.
Started a new job a month ago as a Shift Manager along with another external candidate. A longstanding employee whom was covering this role was deemed as being not at the right level when the job was advertised internally and was also turned down for another similar role so dropped down to a Supervisors job. 
I've been aligned to the opposite shift to him however for the past number of weeks he's been on internal training courses so has been flip flopping between shifts. These courses end in a couple of weeks time so he's been asking what shift he will be working on going forward. My co manager asked to speak to me about what supervisors I want on my shift as there are other staff doing the same swapping between shifts. This persons name came up in the discussion and I was told in no uncertain terms that he did not want the person on his shift as he was toxic, very demotivated about being turned down for the roles, unhelpful etc - I said that I had experienced the same to a degree and we then reached an impasse. Neither of us want the person on our shift, I politely said that he is aligned to your shift but the answer I got back was our boss said it's upto us to decide which shift he goes on.
Am not sure how to solve this impasse? He is adamant that he doesn't want him on his shift for the reasons above and as a manager I'm very disappointed that he seems to want to take the path of least resistance which is the against the whole essence of why managers exist, to manage difficult situations.
HR are starting to ask now, so the situation is going to start to become embarrassing unless a way forward can be found?

MovingForwards

Split the time, one week with you, another with the other person. One, or both, will have to speak with this longstanding employee and encourage him to undertake training and whatever else to improve their promotion prospects for when another role pops up.

elsien

Toss a coin.
Then if he really is that bad whoever gets him performance manages him out. Part of the perks of being a manager. 

Ella_fella

MovingForwards said:

Split the time, one week with you, another with the other person. One, or both, will have to speak with this longstanding employee and encourage him to undertake training and whatever else to improve their promotion prospects for when another role pops up.

Have suggested that but the Supervisor on the opposite shift won't do that - my suggestion was doing 2 weeks of days then 2 weeks of night to split his time but relies on his opposite doing the same which he won't. He's actually starting an ILM Level 5 course next week. 

Ella_fella

elsien said:

Toss a coin.
Then if he really is that bad whoever gets him performance manages him out. Part of the perks of being a manager. 

I had already thought of the coin toss as a serious resolution. I'm more concerned about the fact that my opposite doesn't want to do that and happy for me to pick it up, we were both brought in to raise the standards and deal with issues rather than historically them being swept under the carpet or a problem person passed on from area to area which is exactly what's happening now.

Thrugelmir

If you've an HR department consult with them. As a manager take on the responsibility and get the matter resolved in the proper manner. No point in worrying about the shortfall in others. 

Diamandis

Ella_fella said:

Am not sure how to solve this impasse? He is adamant that he doesn't want him on his shift for the reasons above and as a manager I'm very disappointed that he seems to want to take the path of least resistance which is the against the whole essence of why managers exist, to manage difficult situations.

You're doing the same thing. Step up and manage him if that's what you view a managers job as.

theoretica

Diamandis said:

Ella_fella said:

Am not sure how to solve this impasse? He is adamant that he doesn't want him on his shift for the reasons above and as a manager I'm very disappointed that he seems to want to take the path of least resistance which is the against the whole essence of why managers exist, to manage difficult situations.

You're doing the same thing. Step up and manage him if that's what you view a managers job as.

I agree - lead by example.  You don't want him - but realise it is your job to have him.  And try to get credit for handling the situation and employee well.

TELLIT01

Ella_fella said:

 as a manager I'm very disappointed that he seems to want to take the path of least resistance

But isn't that exactly what you want to do as well?  If you thought you could manage the situation, and the person, why would you be concerned about having them working for you?

Ella_fella

TELLIT01 said:

Ella_fella said:

 as a manager I'm very disappointed that he seems to want to take the path of least resistance

But isn't that exactly what you want to do as well?  If you thought you could manage the situation, and the person, why would you be concerned about having them working for you?

My thoughts have always been that I'll take the person on with a compromise somewhere else along the line as personally I have gotten on OK with him. I'm more bothered about a co manager trying to pass a difficult situation on - the person doesn't follow my shift by rights. If the manager in question could or wanted to deal with the situation then why are they so keen to wash their hands of them. 

Dakta

I'm probably being totally naive here but can't a manager take this person on with a view to turning them around into a productive employee through effective management, mentorship, identifying and resolving problems and so forth.

I know sometimes people are impossible to help. But you can argue who takes the employee till daybreak but you could also just try and solve the core problems directly