Need advice on how to handle employee

[Anonymous]

If anyone has any good advice, I'll take it. I get so frustrated and I know I shouldn't (and hopefully haven't shown this side to the employee) but every time I try to correct him on something, he always (ALWAYS, ALWAYS, ALWAYS) has a reason it's not his fault.

sometimes, he's wrong, but I don't remember or realize it during our conversation. when I go back and re-read emails or documents, I realize he was wrong. And at that point, the issue is over and I feel petty going back to him and pointing out his error.

Here is an example:


He is working on a project that has several components. When I first gave it to him, I emailed him some things he needed to do throughout project. One of them was give relevant clients updates and progress notes.

I (along with several others) get email from 2 clients that wanted an update. I found out only one email was sent to one client updating them that he was point person for project and he'll provide regular updates. I forwarded email to employee.

I then emailed him that "For next time, I suggest you compile a list of the relevant clients with their contact information along with calendar reminders of when to send updates that way you will know which clients are looking for updates and you won't forget to send updates."

As usual, he got very upset, very defensive and said. That is not the issue. THe issue is that I was never informed that I have to send updates and because of our convoluted process, I did not get a list of client contact information.

I told him that I'll make sure that in the future he gets a list of clients - that he should have gotten them and that I thought he knew that progress emails needed to be sent.

He went off as usual and then for another reason I was going through the information I originally sent him and that he got and realized I DID tell him to send progress reports and that he DID receive a list of client information.

THe issue came up on Monday and now I think it's petty to go to him after the fact and say "hey, you DID know to send progress notes and you DID have client info." EWspecially since I was SO passive and nice originally by not reprimanding him, but saying "in the future, you should....."


So, that's just one example. They are never the same thing and he always blames someone or something else.

"You never told me to make this request on the form - you told me to call XYZ and ask" (I would never tell him to call XYZ as that's not the way things are done, but it becomes a he=said/she-said thing.

"I received the information too late"

"I told XYZ to do it, but she never did and I thought she had taken care of it"


Bottom line is I think he's lazy and tries to do as little as possible. He depends on me and others to remind him or guide him with step by step to-dos. Also, it's hard to identify because parts of the job are things you could really slack off at without getting caught (think group projects or conference calls where you could be one of the people that participates a lot or someone that doesn't say a word but just shows up and sits there). I get the impression from the few times I've listened in or the times I've asked him detailed questions and he wouldn't know - that he just sits there.

AUGH, I'm so frustrated. I don't know how to handle this.

[Anonymous]

Maybe it's petty to bring it up now, but keep a list for his performance review. Expect him to deny he ever said these things so document everything. It's okay to contradict him since you know he's a liar.

By the way, this is true passive aggressive behavior by the classical definition.

[Anonymous]

If he is not producing and he is actually creating more work, then you just need to let him go. Generally people don't change.

[Anonymous]

If you communicate in writing to him the way you did here, it's no wonder he's missing things.

[Anonymous]

Anonymous wrote:If anyone has any good advice, I'll take it. I get so frustrated and I know I shouldn't (and hopefully haven't shown this side to the employee) but every time I try to correct him on something, he always (ALWAYS, ALWAYS, ALWAYS) has a reason it's not his fault.

sometimes, he's wrong, but I don't remember or realize it during our conversation. when I go back and re-read emails or documents, I realize he was wrong. And at that point, the issue is over and I feel petty going back to him and pointing out his error.

Here is an example:


He is working on a project that has several components. When I first gave it to him, I emailed him some things he needed to do throughout project. One of them was give relevant clients updates and progress notes.

I (along with several others) get email from 2 clients that wanted an update. I found out only one email was sent to one client updating them that he was point person for project and he'll provide regular updates. I forwarded email to employee.

I then emailed him that "For next time, I suggest you compile a list of the relevant clients with their contact information along with calendar reminders of when to send updates that way you will know which clients are looking for updates and you won't forget to send updates."

As usual, he got very upset, very defensive and said. That is not the issue. THe issue is that I was never informed that I have to send updates and because of our convoluted process, I did not get a list of client contact information.

I told him that I'll make sure that in the future he gets a list of clients - that he should have gotten them and that I thought he knew that progress emails needed to be sent.

He went off as usual and then for another reason I was going through the information I originally sent him and that he got and realized I DID tell him to send progress reports and that he DID receive a list of client information.

THe issue came up on Monday and now I think it's petty to go to him after the fact and say "hey, you DID know to send progress notes and you DID have client info." EWspecially since I was SO passive and nice originally by not reprimanding him, but saying "in the future, you should....."


So, that's just one example. They are never the same thing and he always blames someone or something else.

"You never told me to make this request on the form - you told me to call XYZ and ask" (I would never tell him to call XYZ as that's not the way things are done, but it becomes a he=said/she-said thing.

"I received the information too late"

"I told XYZ to do it, but she never did and I thought she had taken care of it"


Bottom line is I think he's lazy and tries to do as little as possible. He depends on me and others to remind him or guide him with step by step to-dos. Also, it's hard to identify because parts of the job are things you could really slack off at without getting caught (think group projects or conference calls where you could be one of the people that participates a lot or someone that doesn't say a word but just shows up and sits there). I get the impression from the few times I've listened in or the times I've asked him detailed questions and he wouldn't know - that he just sits there.

AUGH, I'm so frustrated. I don't know how to handle this.

If it were me, I would reply to that email where you included the information that he denied he got and comment about it " I just noticed I gave you this information in the below email. Please do XZY and let me know once this is completed. As stated previously this is your responsibility and it cannot fall through the cracks."

When you talk to him and give him tasks, follow up with it in writing. That way he can't refute the direction you gave him- you have written proof. Document because you will for sure need this as proof for his performance evaluation, if not for further corrective actions. Good luck!!

[Anonymous]

When you have to start documenting every little thing via email, it's time to let the person go.

[Anonymous]

Anonymous wrote:When you have to start documenting every little thing via email, it's time to let the person go.

Probably but I am of the belief of making a good faith effort to take correct action and put them on a performance improvement plan. Many will leave of their own accord that point, but at least you've given them the opportunity to improve. Regardless of your approach you need documentation for just about any action...so get started!!!

[Anonymous]

Anonymous wrote:

Anonymous wrote:When you have to start documenting every little thing via email, it's time to let the person go.

Probably but I am of the belief of making a good faith effort to take correct action and put them on a performance improvement plan. Many will leave of their own accord that point, but at least you've given them the opportunity to improve. Regardless of your approach you need documentation for just about any action...so get started!!!

*corrective not correct

[Anonymous]

When this is me, I attach the email and reiterate what has already been told. You must not let this employee get away with thinking they are right, else they won't change. It may start to look bad on you when your manager notices bad performance coming from your team. Document and document some more

[Anonymous]

Anonymous wrote:When this is me, I attach the email and reiterate what has already been told. You must not let this employee get away with thinking they are right, else they won't change. It may start to look bad on you when your manager notices bad performance coming from your team. Document and document some more

+1. This is the most straightforward approach. It's not petty and clears up what transpired and what did not. Keep on documenting!

[Anonymous]

This sounds exactly like an ex-employee of mine, except he would also go out of his way to make sure nothing was in writing - and he was a fed, so I couldn't just let him go. I was persistent and tracked every little thing he did, and believe it or not he actually resigned. The man was a passive aggressive a-hole.

[Anonymous]

"You know Larlo, you have an excuse for everything. You don't take responsibility for anything,do you?"

[Anonymous]

Anonymous wrote:This sounds exactly like an ex-employee of mine, except he would also go out of his way to make sure nothing was in writing - and he was a fed, so I couldn't just let him go. I was persistent and tracked every little thing he did, and believe it or not he actually resigned. The man was a passive aggressive a-hole.

Same, for the passive aggressive admin. I inherited. She refused to learn how to save a doc as a PDF or learn Excel. Most useless admin. ever. It took me 18 months to get her to "retire." (State gov.)

[Anonymous]

Anonymous wrote:

Anonymous wrote:When this is me, I attach the email and reiterate what has already been told. You must not let this employee get away with thinking they are right, else they won't change. It may start to look bad on you when your manager notices bad performance coming from your team. Document and document some more

+1. This is the most straightforward approach. It's not petty and clears up what transpired and what did not. Keep on documenting!

This is what I have to do with a coworker of mine. Every little request that he do his flipping job is met with "but but but I didn't know!!!!" The first few times, I let it slide and cleaned up after him, now I just send him the documentation that he was informed of what he needed to do (and no, Larlo, you not reading the email isn't an excuse) and tell him he needs to get it done ASAP. Everyone in the org knows he's like this and, TBH, we all think less of his manager that the manager hasn't done anything about the behavior. So OP is right to try and nip this in the bud because it will begin to reflect on OP sooner or later.

[Anonymous]

Thanks everyone. Good advice here. I'll definitely stay documenting and send him the original email this morning showing that he did have the information. He will likely have another excuse (he comes up with them pretty quick and on the spot) so I'll have to be prepared with whatever is thrown my way.