Employee Performance Issues

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:People noticed - right away - that I wasn't afraid of expecting accountability and holding people to that accordingly. When the "untouchable" employee was fired, people noticed that, too. As my team chiefs saw what I was doing, they were empowered to do the same of and with their subordinates. Our organizational culture now is much more professional - and productive - as a result. Mi appreciate that, and so do they.

Good luck!

Reads like a fairy tale. I admire you, but there must be a bit more to the story if the termination was not contested for EEO issues.

Nope, fired employee never appealed, which surprised me too. No EEOC, no MSPB, etc. And for all the threats she made at me for going down that road, it sure dried up fast. My documentation was four 3" binders and meticulously organized, rock solid. My level of professionalism was extraordinarily high, emails always objective, as much as she tried to suck me into her drama. She never would have won any sort of appeals, and I think she had her suite of revolving lawyers finally figure that out, too.

[Anonymous]

Funny how the ones who DON'T do their work can always find the time to file a claim with EEO or the union or whatever else is available to them.

[Anonymous]

OP, also read all the advice on the "unprofessional team" thread. Good advice there as well.

[Anonymous]

Totally agree about documenting everything. Document what is expected, make sure you have in writing the specific assignments you are giving and deadlines (i.e. always email, never just word-of-mouth), and then document who does or doesn't get things done and how you follow up. You will need this documentation if you need to make a case against these people in the future.

Sally sounds like she may not ever be a model employee but probably deserves the benefit of the doubt and will likely make the efforts needed to improve at least to some extent. She will get up to par but probably will never go above and beyond.

Bob sounds like he is a lost cause but possibly a well-connected one. Tread carefully and document everything. And as one of the PPs said, give him the benefit of the doubt at the start. It's possible he WILL change or want to change. You never know.

Before taking major steps to demand performance, make sure your supervisors are on board with this. Will they support you if you give poor performance reviews to these people? If not, then you can't threaten them with poor performance reviews. If Bob is super connected, you might be shooting yourself in the foot if you crack down on him and he complains to the higher-ups. This isn't right or fair, but it's something to consider.

[Anonymous]

As an employee in an organization with little to no actual feedback as to our performance, I can tell you that I, for one, would love to work for someone who actually notices and cares what I do or don't do. I've only been here for a few years but I can see what the lack of structure and criticism has done to some really bright people. Their work is mediocre at best! Someone up thread said "must be nice to spend the last 30 years not working" ... Not really. It kind of sucks. If you can approach it from the angle that you are trying to improve everyone, maybe they will surprise you by being responsive. At least give them a chance. (FWIW I am also moving towards leadership in my organization and I hope to implement similar changes that you are trying to make.) Good luck!

[Anonymous]

Anonymous wrote:OP - Thank you, thank you, thank you for being willing to address these issues. PPs have provided some great advice. I expect it will be a long road, but truly, your efforts mean a lot to those of us who work hard and witness this type of nonsense. You are a supervisor and I am so pleased to hear that you are trying to do just that- supervisor. Sounds silly to write, but the problem is widespread.

--hard worker (on day off)

This poster is right on the mark. The rest of the team will thank you in the long run---and may even step up their own game!! Trust me, it's not just you that knows these two aren't pulling their weight

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:People noticed - right away - that I wasn't afraid of expecting accountability and holding people to that accordingly. When the "untouchable" employee was fired, people noticed that, too. As my team chiefs saw what I was doing, they were empowered to do the same of and with their subordinates. Our organizational culture now is much more professional - and productive - as a result. Mi appreciate that, and so do they.

Good luck!

Reads like a fairy tale. I admire you, but there must be a bit more to the story if the termination was not contested for EEO issues.

Nope, fired employee never appealed, which surprised me too. No EEOC, no MSPB, etc. And for all the threats she made at me for going down that road, it sure dried up fast. My documentation was four 3" binders and meticulously organized, rock solid. My level of professionalism was extraordinarily high, emails always objective, as much as she tried to suck me into her drama. She never would have won any sort of appeals, and I think she had her suite of revolving lawyers finally figure that out, too.

I'm dying to know what happened to this employee! Did she go private sector or just retire?

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:People noticed - right away - that I wasn't afraid of expecting accountability and holding people to that accordingly. When the "untouchable" employee was fired, people noticed that, too. As my team chiefs saw what I was doing, they were empowered to do the same of and with their subordinates. Our organizational culture now is much more professional - and productive - as a result. Mi appreciate that, and so do they.

Good luck!

Reads like a fairy tale. I admire you, but there must be a bit more to the story if the termination was not contested for EEO issues.

Nope, fired employee never appealed, which surprised me too. No EEOC, no MSPB, etc. And for all the threats she made at me for going down that road, it sure dried up fast. My documentation was four 3" binders and meticulously organized, rock solid. My level of professionalism was extraordinarily high, emails always objective, as much as she tried to suck me into her drama. She never would have won any sort of appeals, and I think she had her suite of revolving lawyers finally figure that out, too.

I'm dying to know what happened to this employee! Did she go private sector or just retire?

I have no idea. Since she was fired from the U.S. Government, it'd be a big black mark showing up for other potential employers. She was only in her mid-40's.

[Anonymous]

Anonymous wrote:OP, also read all the advice on the "unprofessional team" thread. Good advice there as well.

It sounds like the same OP.

[Anonymous]

OP - While you will need to do the time-consuming individual documentation of poor performing workers, can you also start setting a "new tone" as the new manager of the team in a positive vein about how the parts of the team are sound, but as you come on board and have had a chance to look at things, you do think that some changes can enhance the productivity, effort and output of all team members. Let them know you will have an open door and welcome suggestions. I would also find a way to let it be known in general perhaps that working from home or whatever it is called may be scaled back if it found that assignments are not being met on time or with the quality expected. You may need to zero in on good old Bob in this respect.

You do need to get the sense of the management team above you and even on your same level if there are a number of sectors on your level so that you don't overstep what is expected of you as the new manager. Were there expectations of your dealing with such issues presented to you in the hiring process or since you have come on board? Were you hired as "a turnaround" person for a particular division or program or more of "a tweaker" here and there?

[Anonymous]

You have to start documenting issues. You also will need to come up with a remediation plan, signed by both you and the employee. If people have been getting good reviews (this is documented), you need to go through the process of setting out performance objectives, having mid-year progress reviews, if deficient, setting up a remediation plan that demonstrates you gave the employee the appropriate training and objectives to improve, and then a bad performance review before anyone will do anything. They will then likely get moved to another team to see if a different supervisor can document the same thing (to prevent a single personality clash from getting someone fired).

It's more work for you, and if there really hasn't been a manager for a long time, you see what happens.