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[quote=Anonymous][quote=Anonymous]This one’s 100% on me. We had funding for an additional position finally be approved about 3-4 years of ‘no not right now’ and pulled the trigger on a candidate who was incredible on paper (great education, great work experience, interviewed well) and was a diversity hire(simply a bonus, based off interviews she 100% was the best candidate). My team said ‘wait it out and let’s do another batch of interviews’. Last we did that, funding was pulled.

She has now been in role for about 6 months and is no better off than she was a month in. I’m constantly reminding her of her scope of work, to stop focusing on things that aren’t hers, and our [b]monthly check ins don’t seem to be working[/b]. She refuses to assimilate to company culture ([b]coming in for team meetings/executive engagement[/b]), & takes plenty of personal time during the day. It’s all around a bad hire.

My two other employees have been at the company for 7+ years, they are at wits end with her. Not only is she bad at her job, [b]she approves things from our budget without reason[/b] & is condescending to the other people in the office. I’m not even sure how to handle this, completely over my head. This lady is in her 40’s so has been around the professional world  for a while but she seems to function more like someone fresh out of college.

Do I push her out? Do we PIP her? I’m afraid if she isn’t removed, I’ll lose two other people on my team who are great. Anyone dealt with this before?[/quote]

I highlighted the bolded because these are three areas where you can do something different.

To answer your direct question, I would push her out through micromanaging her. But you need to be a little delicate because frankly, she's in two protected classes. You need to document, document, document.

Monthly check-ins are too infrequent. You should bump it up to twice a month at least. Out it under the guise of professional development. Do you have a written job description for her position? Is it accurate? Because you need both. 6 months is mid-year review. Point out and document where she is not meeting expectations.

RE: In-person meetings. That's a straight up write-uppable offense. Send a note and calendar invite to the entire team. Warn her twice and tell her she will be written up on the third occasion.

Budget - cut off her access to these approvals. If you can specifically identify items she should not have approved then I  hope you've told her that. Make approvals come through you.

This is definitely going to be more work for you in the short and medium run, and it's possible that she will step to once actual consequences are involved. But you need to implement them with a concrete plan.[/quote]

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