Does he need to work on-site? There are some cases where having the employee work at home solves a lot of problems (out of site, out of mind as long as the work gets done). Unless you don’t want to/can’t offer the work-from-home option to all employees. I had an employee that was good at the job but difficult to have in the office. I had to fire the employee, but at the exit interview we had a very long talk and I encouraged him to think about freelance consulting, since he just wasn’t the ‘work in the corporate environment’ type. That was 4 years ago, we still work with him on a freelance basis and by all accounts he’s doing very well.
Personally he sounds like someone that knows they’re bright enough to do just enough to always ‘get by’. He’s probably the guy in school that would do -just- enough homework. And he’s the guy who does - just- enough to not get fired at work, if the manager(s) are lax.
Assuming that you don’t (yet) actually have responsibility for hiring/firing for the team - I think your boss should have already handled this. ‘Back up your decision’ my ass, right now it should be her responsibility, based of course on your input. And it’s usually bad form to promote someone and force them to fire someone as one of their first official acts.
If he’s affecting the entire team, he either needs to shape up pronto or he has to be let go (which might be the best thing for him if it forces him to shape up). The last thing you want is for him to still be there while others quit (how much of a flight risk are your other employees?)
I’d definitely get another formal write-up done ASAP, and preferably while your boss is still actually responsible for the team.
Totally agree. In my profession people often work odd hours, long hours, what have you, and we tend to be really flexible with behavior - up until it impacts morale.
Unfortunately, working at home isn’t really an option. We deal with other people’s personal information, and have access to their SS #s, etc - it’s a very secure office. Working from home has been tried before (with other, more responsible people), and the results have been varied at best.
There really isn’t too much of a flight risk for the others. Actually, we’re experiencing a moment of growth, something that hasn’t happened since the layoffs in 2008. They’re closing down one work group (6 people adrift), but opening up 7 positions elsewhere in the division, so everyone will still have a job, plus one left over. If anyone in our group is truly dissatisfied, they’ll probably go for one of the other positions, and someone else will move into theirs. I’m wondering if I can turn that to my advantage.
BTW Thanks, everyone, for your sensible input. This is why I love this place so much!
He may have a second job in a bar, perhaps because you cut his hours to part time.
This situation may be your first trial as a supervisor, higher ups may be watching closely. They are, no doubt, aware of his effect on morale, etc. It’s possible they are watching to see if you possess the leadership skills to act, perhaps by making a hard choice, for the betterment of your team.
Oh, he’s back to full time again. We had cut him to part time, but he made an effort and bitched and moaned, so we bumped him up again.
Due to a merging of departments, my boss’s new boss wasn’t even aware that I was doing write-ups, conducting meetings and so on until a couple of days ago. My boss’s old boss knew what I was doing, though, and thought I was swell!
Sounds like this guy has learned that he can take advantage of your desire to keep him. I’d let him go (after going through the proper processes, of course) but in the future you should try to be more of a leader with your group.
Well, come the second week of August, I’ll have the authority to be a leader. Currently, I’m a processor just like them who’s getting paid a little bit more to keep track of who’s doing what, that’s all.
Look at sports teams… There are players on the team that might not be the best player, may not make the most money, but they’re leaders in the clubhouse and the other players respect them and follow their lead. Just because they’re not the boss doesn’t mean that they’re not leaders.
This “player” on your team does not respect you, or the other players.
The attendance issues are on him. The falling asleep may be medical, variations in blood sugar as drachillix suggested. That’s what happens to me occasionally. I’ll be working here at my desk and the next thing I know I’m waking up from a 15 or 30 minute catnap.
My coworkers are aware of the situation so don’t do anything more than kid about it. Officially it just falls under me taking a break that I’m entitled to in the employee handbook.
Nothing I can suggest for tardiness, but you might strongly suggest that he get checked out on the falling asleep problem.
Indeed. But how much better if you can show your ability to coach him into a better perspective? I always think of Joe Gibbs and Joe Theismann. When Theismann first moved up to QB, everyone in DC wanted him gone; even his own line hated him. He was an arrogant young loudmouth, who showed no appreciation for the support he received.
Joe Gibbs sat him down, fathered him, taught him, and even gave the line permission to stand down and let him take a few serious hits. Theismann got the message fast, and Gibbs had the wisdom not to let up on him for a good long time.
I think that was the key; don’t let up or get lazy at the first sign of improvement. Make sure he knows you are watching, and want him to succeed, but that he will have to do so on your terms. In fact, each time he messes up, shake your head disapprovingly and say, “You *can *do this, and I hope you will.”
He will thank you in the end, and the other team members will worship you for it.
Even this feels kinda wishy washy. Present the writeup as, late again in the next 30 days, you are gone, get HR on board with it before he even sees it. That way if he wants to try and protest it, they are already aware of the situation and he cannot blindside them with an excuse not knowing the details and history of his problems.
Even this feels kinda wishy washy. Present the writeup as, late again in the next 30 days, you are gone, get HR on board with it before he even sees it. That way if he wants to try and protest it, they are already aware of the situation and he cannot blindside them with an excuse not knowing the details and history of his problems.
Not really apropos to the question, but a bit about myself: I started as a temp in my company, got moved to seasonal, got moved to permanent, got placed in my current function, and was given another person to help with the workload; I had to train them. Got given another person; I had to train them. Got given another two people, I had to train them both at the same time - all this while getting roughly the same pay as those I was training. At one point, I had 11 people under me and even though I was a Team Lead, it meant “Glorified Processor”. I’ve been sent to speak at regional sales managers’ conferences, so they can better understand how the contracts they draw up will be processed by those of us here at Corporate. They started to send my colleagues and I to management training classes –
And then the layoffs happened, and all training stopped, and we’ve been in a holding pattern. So, yeah, I’ve done my stepping up, but I’m just stumped at this one.
First, let me say that I detest time-keeping employees and bosses, particularly ones who keep an eye on other employees. I think it creates a very mistrustful environment and in an ideal world, you’d be paid based on the quality of your work instead of providing a warm body in the office. That said, the guy isn’t playing by the rules, he’s been warned about it and didn’t bother to work out a deal with you and is affecting morale. For those reasons, he needs to go sooner rather than later.
For what it’s worth, I’m that guy (or gal). However, I’ve worked it out with my boss and colleagues. They know I’ll probably be 5-10 minutes late in the morning, but they also know that I’ll stay late in the evening and work from home. Plus, I rarely take lunches, which is unusual here since most employees take their federally-prescribed 15-minute breaks (some of them putting their heads down on their desks and napping) and hour-long lunches. I rarely leave for lunch unless I’m leaving on business.
Medical problems? C’mon, people. The 25 yr old is a bartender and knows a lot of bartenders. He’s late and falling asleep because…wait for it…
He parties all night.
Dude’s going to bed at 4 am. He’s drinking and clubbing several times a week. He’s blowing off work because he can. You’re just a paycheck to him, and as long as he gets that paycheck, he’s happy.