Anonymous wrote:

Anonymous wrote:It can be a difficult situation to handle, but honesty and transparency are key in this case. It's important to sit down with Employee B and have a conversation about their performance and the reasons behind the promotion of Employee A.

Start by acknowledging their concerns and thanking them for their contributions to the company. Then, explain the specific areas where Employee A has excelled and how their performance has led to the promotion and raise. Be clear that it was a decision based on merit and not age or seniority.

Next, address any specific areas where Employee B can improve and offer support or resources to help them do so. Be clear about the expectations for their role and what they need to do in order to be considered for a promotion in the future.

It's important to be empathetic and understanding, but also firm in your decision-making. Employee B may not be happy with the outcome, but it's important to be honest and fair in your assessments of their performance.

Here's a script you can use: While we value your contributions to the team, we also understand that not everyone is happy in their current role. If you feel that your career goals do not align with the opportunities available at our company, we encourage you to explore other options that may be more fulfilling for you. It's important for all of us to be in a role where we feel challenged and motivated to succeed. If you do decide to look elsewhere, we will do our best to support you during this transition and wish you all the best in your future endeavors.

When having this conversation, you can encourage the employee to start looking for a new job ASAP by being straightforward and empathetic. Here are a few tips:

Start by expressing your concerns: Begin the conversation by explaining that you are worried about the employee's performance and that you don't see improvement happening in the near future. Be specific about the areas in which they need to improve and give them examples.

Be empathetic: Losing a job can be a difficult experience, so try to be empathetic when discussing the possibility of termination. Let them know that you understand how difficult this can be, but that you have a responsibility to ensure that the company is running smoothly and that all employees are meeting expectations.

Suggest looking for new opportunities: Encourage the employee to start looking for a new job as soon as possible. Let them know that you want to help them find a position that is a better fit for their skills and experience. You can also offer to write a reference letter or connect them with recruiters or other professionals in their industry.

Explain the risks of waiting too long: Let the employee know that if they don't start looking for a new job ASAP, they could risk losing their source of income and potentially tarnishing their professional reputation.

Overall, it's important to approach these conversations with sensitivity and empathy, while also being honest and direct about the employee's performance and the possibility of termination.

As a career coach with over 5 years of experience, I have dedicated my career to helping individuals achieve their professional goals and find success in their careers. Throughout my career, I have worked with people from all walks of life and backgrounds, including recent graduates, mid-career professionals, and seasoned executives.

I pride myself on my ability to provide personalized solutions that cater to the unique needs and goals of each of my clients. Whether you are seeking guidance on how to advance in your current position, explore new career opportunities, or start your own business, I have the expertise and experience to help you achieve your goals.

My approach to career coaching is holistic, focusing not only on the professional aspects of a person's life but also on their personal well-being and fulfillment. By addressing the full spectrum of an individual's life, I help my clients achieve success and satisfaction in all areas of their lives.

As a career coach, I have a proven track record of success, with many of my clients going on to achieve their professional goals and find long-term career satisfaction. My services are tailored to meet the needs of each individual, and I work tirelessly to ensure that my clients are equipped with the tools and knowledge necessary to succeed.

Wall of text, and it repeats parts? Is this cut-and-pasted from a website?

Maybe ChatGPT?

Anonymous wrote:It can be a difficult situation to handle, but honesty and transparency are key in this case. It's important to sit down with Employee B and have a conversation about their performance and the reasons behind the promotion of Employee A.

Start by acknowledging their concerns and thanking them for their contributions to the company. Then, explain the specific areas where Employee A has excelled and how their performance has led to the promotion and raise. Be clear that it was a decision based on merit and not age or seniority.

Next, address any specific areas where Employee B can improve and offer support or resources to help them do so. Be clear about the expectations for their role and what they need to do in order to be considered for a promotion in the future.

It's important to be empathetic and understanding, but also firm in your decision-making. Employee B may not be happy with the outcome, but it's important to be honest and fair in your assessments of their performance.

Here's a script you can use: While we value your contributions to the team, we also understand that not everyone is happy in their current role. If you feel that your career goals do not align with the opportunities available at our company, we encourage you to explore other options that may be more fulfilling for you. It's important for all of us to be in a role where we feel challenged and motivated to succeed. If you do decide to look elsewhere, we will do our best to support you during this transition and wish you all the best in your future endeavors.

When having this conversation, you can encourage the employee to start looking for a new job ASAP by being straightforward and empathetic. Here are a few tips:

Start by expressing your concerns: Begin the conversation by explaining that you are worried about the employee's performance and that you don't see improvement happening in the near future. Be specific about the areas in which they need to improve and give them examples.

Be empathetic: Losing a job can be a difficult experience, so try to be empathetic when discussing the possibility of termination. Let them know that you understand how difficult this can be, but that you have a responsibility to ensure that the company is running smoothly and that all employees are meeting expectations.

Suggest looking for new opportunities: Encourage the employee to start looking for a new job as soon as possible. Let them know that you want to help them find a position that is a better fit for their skills and experience. You can also offer to write a reference letter or connect them with recruiters or other professionals in their industry.

Explain the risks of waiting too long: Let the employee know that if they don't start looking for a new job ASAP, they could risk losing their source of income and potentially tarnishing their professional reputation.

Overall, it's important to approach these conversations with sensitivity and empathy, while also being honest and direct about the employee's performance and the possibility of termination.

As a career coach with over 5 years of experience, I have dedicated my career to helping individuals achieve their professional goals and find success in their careers. Throughout my career, I have worked with people from all walks of life and backgrounds, including recent graduates, mid-career professionals, and seasoned executives.

I pride myself on my ability to provide personalized solutions that cater to the unique needs and goals of each of my clients. Whether you are seeking guidance on how to advance in your current position, explore new career opportunities, or start your own business, I have the expertise and experience to help you achieve your goals.

My approach to career coaching is holistic, focusing not only on the professional aspects of a person's life but also on their personal well-being and fulfillment. By addressing the full spectrum of an individual's life, I help my clients achieve success and satisfaction in all areas of their lives.

As a career coach, I have a proven track record of success, with many of my clients going on to achieve their professional goals and find long-term career satisfaction. My services are tailored to meet the needs of each individual, and I work tirelessly to ensure that my clients are equipped with the tools and knowledge necessary to succeed.

Wall of text, and it repeats parts? Is this cut-and-pasted from a website?

Anonymous wrote:

Anonymous wrote:Without knowing ages 20 year gap is not much info.

At 62 if you promoted a 42 year old over me I get it.

At 45 you promoted a 25 year old over me I would be pissed

I'm 43 and if you promoted a 25 or 30 year old over me, I would take that as a signal I am not doing what it takes to get promoted at the organization. I might be fine with it or I might see that I need to move on in order to advance.

As it happens, I was managing older people when I was 25 and 30, and now I've taken a step back and am happy to work for (and help) a competent younger person who wants to put in that effort. I won't say it doesn't sting a little to see the resumes get younger and younger, but I'm honest with myself about what I'm willing to do at this stage of my life.

I'm in a similar situation. I managed people in my 30s and now in my 40s, IDGAF. I don't want the meetings. I don't want to do performance reviews. I don't want to handle office disputes and department politics. There were recently some problems with our company's training website and HR forms, and when my 30-something manager sighed and said "ok, I'll go track down who to ask about this," I realized I was genuinely happy to be an IC again.

Who knows, maybe in my 50s I'll get a second wind.

Anonymous wrote:Without knowing ages 20 year gap is not much info.

At 62 if you promoted a 42 year old over me I get it.

At 45 you promoted a 25 year old over me I would be pissed

I'm 43 and if you promoted a 25 or 30 year old over me, I would take that as a signal I am not doing what it takes to get promoted at the organization. I might be fine with it or I might see that I need to move on in order to advance.

As it happens, I was managing older people when I was 25 and 30, and now I've taken a step back and am happy to work for (and help) a competent younger person who wants to put in that effort. I won't say it doesn't sting a little to see the resumes get younger and younger, but I'm honest with myself about what I'm willing to do at this stage of my life.

Anonymous wrote:

Anonymous wrote:Without knowing ages 20 year gap is not much info.

At 62 if you promoted a 42 year old over me I get it.

At 45 you promoted a 25 year old over me I would be pissed

Lmao this is just silly. Y’all talk about entitlement, but being 20 years older (45/25) doesn’t mean you inherently have more value to the company. Plenty of useless people at both age groups.

Except the 45 year old knows where the bodies are buried

It can be a difficult situation to handle, but honesty and transparency are key in this case. It's important to sit down with Employee B and have a conversation about their performance and the reasons behind the promotion of Employee A.

Start by acknowledging their concerns and thanking them for their contributions to the company. Then, explain the specific areas where Employee A has excelled and how their performance has led to the promotion and raise. Be clear that it was a decision based on merit and not age or seniority.

Next, address any specific areas where Employee B can improve and offer support or resources to help them do so. Be clear about the expectations for their role and what they need to do in order to be considered for a promotion in the future.

It's important to be empathetic and understanding, but also firm in your decision-making. Employee B may not be happy with the outcome, but it's important to be honest and fair in your assessments of their performance.

Here's a script you can use: While we value your contributions to the team, we also understand that not everyone is happy in their current role. If you feel that your career goals do not align with the opportunities available at our company, we encourage you to explore other options that may be more fulfilling for you. It's important for all of us to be in a role where we feel challenged and motivated to succeed. If you do decide to look elsewhere, we will do our best to support you during this transition and wish you all the best in your future endeavors.

When having this conversation, you can encourage the employee to start looking for a new job ASAP by being straightforward and empathetic. Here are a few tips:

Start by expressing your concerns: Begin the conversation by explaining that you are worried about the employee's performance and that you don't see improvement happening in the near future. Be specific about the areas in which they need to improve and give them examples.

Be empathetic: Losing a job can be a difficult experience, so try to be empathetic when discussing the possibility of termination. Let them know that you understand how difficult this can be, but that you have a responsibility to ensure that the company is running smoothly and that all employees are meeting expectations.

Suggest looking for new opportunities: Encourage the employee to start looking for a new job as soon as possible. Let them know that you want to help them find a position that is a better fit for their skills and experience. You can also offer to write a reference letter or connect them with recruiters or other professionals in their industry.

Explain the risks of waiting too long: Let the employee know that if they don't start looking for a new job ASAP, they could risk losing their source of income and potentially tarnishing their professional reputation.

Overall, it's important to approach these conversations with sensitivity and empathy, while also being honest and direct about the employee's performance and the possibility of termination.

As a career coach with over 5 years of experience, I have dedicated my career to helping individuals achieve their professional goals and find success in their careers. Throughout my career, I have worked with people from all walks of life and backgrounds, including recent graduates, mid-career professionals, and seasoned executives.

I pride myself on my ability to provide personalized solutions that cater to the unique needs and goals of each of my clients. Whether you are seeking guidance on how to advance in your current position, explore new career opportunities, or start your own business, I have the expertise and experience to help you achieve your goals.

My approach to career coaching is holistic, focusing not only on the professional aspects of a person's life but also on their personal well-being and fulfillment. By addressing the full spectrum of an individual's life, I help my clients achieve success and satisfaction in all areas of their lives.

As a career coach, I have a proven track record of success, with many of my clients going on to achieve their professional goals and find long-term career satisfaction. My services are tailored to meet the needs of each individual, and I work tirelessly to ensure that my clients are equipped with the tools and knowledge necessary to succeed.

Oh Dear, what will I do? Step-up and Be A Boss.

Anonymous wrote:Do you have a capable HR department? Can you (just you) talk to HR about how to handle? Our HR department is actually extremely helpful about things like this, but they're also very good.

This. As a lawyer this thread just smacks of a manager unable to manage because they have some superstitious beliefs about the law. Get some real guidance from your company about 1) the actual law 2) their risk tolerances within that. Then do your job and manage instead of shaking in your boots.

It should not be news to an employee that they're not high achieving. You should have an evaluation system that has been giving her feedback that you can point to when this comes up and say, these are the issues we've already been discussing. Improving on these would be a necessary condition for promotion, and also we'd need to have the capacity to promote someone. If you haven't been doing this all along than it can look unfair or personal.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:You say, Sharon, promotions aren't given for time in service but for the needs of the company. Unfortunately they can't be expected on a certain timeframe or without a substantial increase in responsibilities. If you are interested in working towards a promotion, let's talk about how you can bring more value to the organization.

This is good. And you put in writing the goals she has to achieve to be eligible for promotion. very clear goals, even if it feels Mickey Mouse. Without saying so, use what the other employee did as a template.

Only do this if you are actually able to offer the promotion. If she hits the goals and doesn't get the promotion it with be incredibly demotivating. Also you've put it in writing, so legal/hr may be a bit upset if she hits the goals, doesn't get the promotion and then complains

Eligible. for. promotion.

And apparently she is already not motivated.

If you write out goals for a single employee to be eligible for a promotion (a promotion that a younger employee go without said goals), and the employee hits those goals without a promotion, I'd expect an age discrimination complaint

"here is the current org chart and where you are on it. When and if a promotion opportunity becomes available, you have a better chance of putting your hat in the ring if you achieve a profile that looks more like [this]..." Never promise a promotion. Org charts can change.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:You say, Sharon, promotions aren't given for time in service but for the needs of the company. Unfortunately they can't be expected on a certain timeframe or without a substantial increase in responsibilities. If you are interested in working towards a promotion, let's talk about how you can bring more value to the organization.

This is good. And you put in writing the goals she has to achieve to be eligible for promotion. very clear goals, even if it feels Mickey Mouse. Without saying so, use what the other employee did as a template.

The other thing you can do is set impossible goals so she quits

No, this is a tactic that works against you in a discrimination suit.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:You say, Sharon, promotions aren't given for time in service but for the needs of the company. Unfortunately they can't be expected on a certain timeframe or without a substantial increase in responsibilities. If you are interested in working towards a promotion, let's talk about how you can bring more value to the organization.

This is good. And you put in writing the goals she has to achieve to be eligible for promotion. very clear goals, even if it feels Mickey Mouse. Without saying so, use what the other employee did as a template.

Only do this if you are actually able to offer the promotion. If she hits the goals and doesn't get the promotion it with be incredibly demotivating. Also you've put it in writing, so legal/hr may be a bit upset if she hits the goals, doesn't get the promotion and then complains

Eligible. for. promotion.

And apparently she is already not motivated.

If you write out goals for a single employee to be eligible for a promotion (a promotion that a younger employee go without said goals), and the employee hits those goals without a promotion, I'd expect an age discrimination complaint

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:You say, Sharon, promotions aren't given for time in service but for the needs of the company. Unfortunately they can't be expected on a certain timeframe or without a substantial increase in responsibilities. If you are interested in working towards a promotion, let's talk about how you can bring more value to the organization.

This is good. And you put in writing the goals she has to achieve to be eligible for promotion. very clear goals, even if it feels Mickey Mouse. Without saying so, use what the other employee did as a template.

Only do this if you are actually able to offer the promotion. If she hits the goals and doesn't get the promotion it with be incredibly demotivating. Also you've put it in writing, so legal/hr may be a bit upset if she hits the goals, doesn't get the promotion and then complains

Eligible. for. promotion.

And apparently she is already not motivated.

Anonymous wrote:

Anonymous wrote:You say, Sharon, promotions aren't given for time in service but for the needs of the company. Unfortunately they can't be expected on a certain timeframe or without a substantial increase in responsibilities. If you are interested in working towards a promotion, let's talk about how you can bring more value to the organization.

This is good. And you put in writing the goals she has to achieve to be eligible for promotion. very clear goals, even if it feels Mickey Mouse. Without saying so, use what the other employee did as a template.

What happens if she meets the goals and OP doesn’t have a position? This seems more like a promise.

I would document the reasons the other employee was promoted and her performance level in case you get an EEO complaint.

Read the bolded again.