Anonymous wrote:Talk to your employment lawyer and get a referral for a third party investigator. this will be very helpful in getting to the bottom of what is going on, as well as demonstrating that you are committed to creating a positive working environment.

+1

You really think that many people would say the same thing and not think there's something up?

You are either being willfully obtuse or you are extremely naive.

Something is not right with the group.

Did the department seem troubled before he took on that role? Was he sent on a mission to "fix" something, or did this come up after he started?

Anonymous wrote:[b]

Anonymous wrote:Is this a new manager? Did they inherit a "limited" team that previous managers had let slide? Does HR make it difficult if not impossible to fire poor performers?

I've been in that position as the manager, and it was really helpful when I started looping my manager on issues immediately, meeting with her weekly, copying her on some of the communications from the poor performers, and inviting her to staff meetings so she could see the team in action.

In some cases, it really is an issue of people who are suddenly made to do their jobs just not liking it. E.g., I had an admin. asst. who refused to learn Excel, and then claimed I was a micromanager and tried to file a discrimination suit based on race. Clearly a lack of logic on her part.

He gave me the impression that there were several members of the team that were lacking and needed to be replaced. He has the documentation for disciplinary action for all employees that complained. I don't think there's any viable case for discrimination or hostile environment. However, I was not expecting this volume of complaints. It could just be jilted former employees that want to take a stab at him?

You're being very naive and short-sighted here. Just because that manager gave you the impression that several members of his team were lacking, doesn't make it true. And I've known (and had) terrible managers who wrote me up for things that were flat-out untrue because I was more productive than they were and they felt threatened. When I left (on my own) I sent the owners of the company a long letter explaining the real reason for my departure and a spreadsheet w/ times, dates, and actions of everything my manager did to make my environment hostile and to discriminate against me. I wasn't the only one. My new job kept me far too busy to file a lawsuit, which I now regret, but from it sounds like, your manager is the problem. Not the employees. And you should speak with a lawyer to prepare for a possible suit, and really, you should can that manager. You won't get this many complaints if someone truly isn't an issue, but it sounds like the manager in question is, and you sound like you are blindly trusting them. Which will only work to your detriment. Wake up, buddy.

If you are getting a large number of complaints about this person, you need to investigate. It's possible that the employees were terrible and needed to go, but there's also a good chance that they are giving you valuable insight into how this manager operates. You need to figure this out before the manager has a chance to burn through even more employees.

Talk to your employment lawyer and get a referral for a third party investigator. this will be very helpful in getting to the bottom of what is going on, as well as demonstrating that you are committed to creating a positive working environment.

Prepare for a lawsuit.

[b]

Anonymous wrote:Is this a new manager? Did they inherit a "limited" team that previous managers had let slide? Does HR make it difficult if not impossible to fire poor performers?

I've been in that position as the manager, and it was really helpful when I started looping my manager on issues immediately, meeting with her weekly, copying her on some of the communications from the poor performers, and inviting her to staff meetings so she could see the team in action.

In some cases, it really is an issue of people who are suddenly made to do their jobs just not liking it. E.g., I had an admin. asst. who refused to learn Excel, and then claimed I was a micromanager and tried to file a discrimination suit based on race. Clearly a lack of logic on her part.

He gave me the impression that there were several members of the team that were lacking and needed to be replaced. He has the documentation for disciplinary action for all employees that complained. I don't think there's any viable case for discrimination or hostile environment. However, I was not expecting this volume of complaints. It could just be jilted former employees that want to take a stab at him?

I'd schedule one-on-ones with other current team members.

Is this a new manager? Did they inherit a "limited" team that previous managers had let slide? Does HR make it difficult if not impossible to fire poor performers?

I've been in that position as the manager, and it was really helpful when I started looping my manager on issues immediately, meeting with her weekly, copying her on some of the communications from the poor performers, and inviting her to staff meetings so she could see the team in action.

In some cases, it really is an issue of people who are suddenly made to do their jobs just not liking it. E.g., I had an admin. asst. who refused to learn Excel, and then claimed I was a micromanager and tried to file a discrimination suit based on race. Clearly a lack of logic on her part.

I'd can him. Why would you want to keep this problem?

Also, meet with current employees of the boss. See if you can get a feel for how it is working for boss, but keep in mind they will be guarded.

Institute a 360 review process across the board. Send him off to managerial training/counseling and terminate him if the situation does not improve.

I hope you realize how truly awful he must be if multiple people took the initiative to communicate with you about him?

I would get that boss/manager into my office and go over these commits right away. There is an issue somewhere and either this person has a very bad record in hiring the right people or is failing these hires and the company. There should not be this consistent theme of failure without there being an underlying problem. Find out where is is generated. I would also consider going back to one/several that had resigned/terminated who you feel would offer insight. That is a little tricky but I think would add another layer

You receive multiple written complaints from recently resigned/terminated employees complaining about their former boss who is under your supervision. Each employee had received disciplinary action and or the supervisor was not satisfied with their job performance over the last few months. Each employee cites hostile work environment, bullying, inadequate supervision and or micromanaging as reasons that impacted their work and well-being while at work. All former employees accuse the supervisor of responsible for creating the poor environment and lacking leadership skills. Many employees had been with the company long-term, ranging from 2-15 years.

What would you do?