Anonymous wrote:- to long standing and strict/stringent rules/policies.....

We have a new employee that was hired under the conditions of five days in the office, 9-5 - it is the conditions under which they applied for the job, and the conditions under which they accepted the job. They have a "disability" not covered by the ADA. Other employees have the same "disability" but do not claim it, nor expect special treatment (because it is actually not a "disability").

The exceptions that this employee thinks they have are causing a problem for the other employees, especially the ones who were dedicated during covid. It is causing a morale issue - probably because the new employee was given a lot of false praise, to begin with. We are losing many employees to (places in the "industry").

The new employee thinks they are "above the law"/terms of employment, and it is causing issues. The new employee also does not respect the boundaries of the assignments (ie: time constraints and deadline demands), and claims to have "successfully finished" the work, only for the other employees to have to clean up the new employees' mess. It is causing extra work for everyone.

We have a probationary status/temp to perm policy, but the higher ups want to keep this employee for um, "political" reasons. It is causing a problem in a ripple effect, and dividing the office. What say you, if you have experienced and/or had to manage this before?

Stop doing this.. Things will work themselves out..

Anonymous wrote:+1 to above. OP, you need to find out the rules and document, document, document, mainly on job performance. And also find out what rules are on accommodations. And last, seek guidance on how to address this situation within the work group.

Loosely speaking (since I am not an HR person or a lawyer), I think that
1. Accommodations need to be requested and supported with documentation from a medical professional that the accommodation is medically necessary.

2. Accommodations must be "reasonable" and do not exempt the individual from meeting the job's performance requirements.

And I have definitely BTDT with underperforming (or horribly behaved) employees from protected groups destroying morale.

The job performance requirements are that the the employee is IN THE OFFICE FIVE DAYS FOR THE ENTIRE DAY - they just don't want to be, and think themselves above reproach due to false praise, early in the employment. There are other boundary issues, as well, including harassing another employee (who does not look like the new employee). The employee being harassed is a top employee, who has hinted they might be leaving soon, and I fear the new employee (who likely will not stay) is the reason. The good employees don't tend to make waves or drama, but I don't think they should be punished for that.

Agree with PP that the quotes are relevant to the situation. Seems that there is more than one of these types of employees out there?

Do we bend for the dishonest, overblown employee with an attitude - at the risk of losing the much better, honest, professional employee/s, who are better at their jobs? I ask because we are losing people at a terribly high rate.

Is the knowledge, skill and ability to game the system a desirable trait for employers? Or just the other PP? It seems from other PP's post that there are more employees willing to push in this market? It is an issue because we would have to do for one, what we do for all. We can not "thank" the good employees, especially those who were so devoted during covid, by showing preferential treatment to the not-so-good employees.

In a nut shell, the new employee really does not expect to be called on their unprofessional behaviors (plural).

+1 to above. OP, you need to find out the rules and document, document, document, mainly on job performance. And also find out what rules are on accommodations. And last, seek guidance on how to address this situation within the work group.

Loosely speaking (since I am not an HR person or a lawyer), I think that
1. Accommodations need to be requested and supported with documentation from a medical professional that the accommodation is medically necessary.

2. Accommodations must be "reasonable" and do not exempt the individual from meeting the job's performance requirements.

And I have definitely BTDT with underperforming (or horribly behaved) employees from protected groups destroying morale.

It’s not a disability which is recognized by the ADA, per the OP. So why not put it in quotes?

Anonymous wrote:

Anonymous wrote:You have to tell us what this faux “disability” is.

My money's on long COVID, fibromyalgia/chronic fatigue syndrome, or some kind of mental health issue.

I'm guessing mental health. Similar frustrating issue with my employer, they like to showboat in the media about how diverse and inclusive they are, but really it's only the right kind of disability that's included.


Seconding the suggestion to work with HR, but for OP to get some training for themselves. They should be able to fill you in on why it's not appropriate or a good idea to scare quote a disability.

Anonymous wrote:You have to tell us what this faux “disability” is.

My money's on long COVID, fibromyalgia/chronic fatigue syndrome, or some kind of mental health issue.

You sound insufferable, OP, with your quotes and seething resentment. You need to know what's legal, and you need to consult with higher-ups about how to treat the rest of the employees if this one is given more leeway than others.

You have to tell us what this faux “disability” is.

Anonymous wrote:"Stop" "with" "the" "unnecessary" "quotes".

“This”

Are you the manager, or not? I can't tell by your strange indirect writing style. If this is also your management style, you need to get someone to coach you on leadership skills.

"Stop" "with" "the" "unnecessary" "quotes".

I am curious about this "disability" that lots of people have that you don't think is real. Can you specify?

You call to set up a meeting with HR/GCO to share your concerns and seek guidance on how to handle it using specific examples. You need talking points as well as guidance on what to document and how.

You need to work with HR and your company’s employment counsel. This has minefields all over it and there’s a lot of indications in your post that you haven’t been well advised on the law. There are things you can do here but you’re going to screw it all up without good counsel.

- to long standing and strict/stringent rules/policies.....

We have a new employee that was hired under the conditions of five days in the office, 9-5 - it is the conditions under which they applied for the job, and the conditions under which they accepted the job. They have a "disability" not covered by the ADA. Other employees have the same "disability" but do not claim it, nor expect special treatment (because it is actually not a "disability").

The exceptions that this employee thinks they have are causing a problem for the other employees, especially the ones who were dedicated during covid. It is causing a morale issue - probably because the new employee was given a lot of false praise, to begin with. We are losing many employees to (places in the "industry").

The new employee thinks they are "above the law"/terms of employment, and it is causing issues. The new employee also does not respect the boundaries of the assignments (ie: time constraints and deadline demands), and claims to have "successfully finished" the work, only for the other employees to have to clean up the new employees' mess. It is causing extra work for everyone.

We have a probationary status/temp to perm policy, but the higher ups want to keep this employee for um, "political" reasons. It is causing a problem in a ripple effect, and dividing the office. What say you, if you have experienced and/or had to manage this before?