Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I’m not threatened in the least bit. I’ll have to carry more work load if she’s hired. Not fair to me. Plus she likes to start drama and is not above lying to cover her as. What is not right about not hiring her?

Why exactly are you friends with her then?

We became friendly over time. These behaviors started to surface more recently. She’s not a bad person, her insecurities get the best of her. But I can’t make excuses and pretend I don’t know what will happen if this person is hired. DRAMA. Self-serving, unproductive behavior.

Just a thought, maybe her insecurity stems from the fact that her position is not secure. I’d examine your own behavior and your boss’s to see if you have encouraged the kind of behavior you’re having a problem with. You haven’t shared anything specific enough for us to assess whether the person is actually DRAMA or if you’re overreacting.

Anonymous wrote:

Anonymous wrote:I’m not threatened in the least bit. I’ll have to carry more work load if she’s hired. Not fair to me. Plus she likes to start drama and is not above lying to cover her as. What is not right about not hiring her?

Why exactly are you friends with her then?

We became friendly over time. These behaviors started to surface more recently. She’s not a bad person, her insecurities get the best of her. But I can’t make excuses and pretend I don’t know what will happen if this person is hired. DRAMA. Self-serving, unproductive behavior.

Anonymous wrote:Key to a good working environment is not bringing in this type person. Would not provide any information about why not bringing her in. Don’t need to justify.

+1. "It's not going to work out at this time."

Mentioning a possibility to someone is not a commitment.

And to those saying OP is terrible for tanking this person's chances - the contractor did that all on her own. I was in a similar situation once and had a very uncomfortable conversation with my boss resulting in an assignment being rescinded. I had first hand experience with the subject person lying and instructing others to lie for him about something pretty serious. He was moved out of his previous position b/c of the lying and then created literally months of chaos after that. I do not regret it.

If you are saying that you have the ultimate decision and your manager has overstepped and offered a place to this person, sounds like you aren’t really in charge. I’d be careful about your relationship with your boss more than anything. They may not let you hire someone else if you pass on this one.

Op, ignore the commenters who are saying it's you. It's not. I had a nearly identical situation about two years ago. We brought on a contractor to support the program I manage, and she was sneaky, manipulative, and caused more problems than she was worth with only average work product.

We had the option of bringing her on, which we've done multiple times with other high-performing contractors, but we opted not to. You'd be a fool to bring her on permanently as a fed, which would make it harder to get rid of her down the road. Count your blessings that you can cut your losses with her with ease.

You should say something like you are going in another direction and leave it at that. Contractors know becoming permanent is a thing and should treat the contract gig as an audition.

Anonymous wrote:I’m not threatened in the least bit. I’ll have to carry more work load if she’s hired. Not fair to me. Plus she likes to start drama and is not above lying to cover her as. What is not right about not hiring her?

Why exactly are you friends with her then?

Anonymous wrote:

I always wonder how people like you end up in management. 0 leadership/mentorship skills because it's "just" a contractor.

Contractors work differently. You hire a contractor because that person has the skills that you need right now, usually to do some specific task. You are not hiring someone with more general skills who can "grow into" a position. You are not concerned about that person's professional development, training, etc., because that is something that contractors do on their own (or maybe with their own contracting companies). There is no reason to send a contractor to some seminar that might have value in a year if the contract is only for six months. The entire employment relationship is different.

This a very good point.

Anonymous wrote:

I always wonder how people like you end up in management. 0 leadership/mentorship skills because it's "just" a contractor.

Contractors work differently. You hire a contractor because that person has the skills that you need right now, usually to do some specific task. You are not hiring someone with more general skills who can "grow into" a position. You are not concerned about that person's professional development, training, etc., because that is something that contractors do on their own (or maybe with their own contracting companies). There is no reason to send a contractor to some seminar that might have value in a year if the contract is only for six months. The entire employment relationship is different.

Not always. I could be wrong but it sounds like one of those contract-to-hire roles, where the person is employed by a third-party agency. Why would a conversion even be discussed if the employee was only needed for a project? (I'm aware of contractors as 1099 employees rather than W2. Of course your description applies to them. There's no "try before you buy" because they have a proven track record and probably just prefer being a contractor for various reasons.)

More and more companies are "hiring" people via this scheme, to avoid potentially decreasing headcount down the line. These companies have little interest in developing junior talent, and there are often empty promises of conversion to FTE.

Maybe this employee sucks -- how can we know? But the fact that OP wants to avoid a tough conversation shows that they are not management material.

I always wonder how people like you end up in management. 0 leadership/mentorship skills because it's "just" a contractor.

Contractors work differently. You hire a contractor because that person has the skills that you need right now, usually to do some specific task. You are not hiring someone with more general skills who can "grow into" a position. You are not concerned about that person's professional development, training, etc., because that is something that contractors do on their own (or maybe with their own contracting companies). There is no reason to send a contractor to some seminar that might have value in a year if the contract is only for six months. The entire employment relationship is different.

Anonymous wrote:

Anonymous wrote:Over the six months she’s been working on your project has she been made aware that her work isn’t meeting expectations? Have you expressed that to your boss who could have mentioned it to the contractor?

For a contractor, there is no obligation to do any of those things. And I would not bring up anything about her performance. Just say "no longer needed on this project" and be done. That is why people use contractors.

I always wonder how people like you end up in management. 0 leadership/mentorship skills because it's "just" a contractor.

You should at least tell her why she is getting fired.

You don't understand how contractors work. They are hired for a specific length of time as noted in a contract. "Not renewing the contract" is not the same thing as "firing the employee." There are many reasons why a contract may not be renewed.

How do you know she doesn’t really love her job? Her company is probably going to fire her with no reason other than “we don’t have any work.” You should at least tell her why she is getting fired.

I don't see why you have to say anything at all OP. Just let the contract die. Thank her for her work. You are informing your boss about your experience with her, but it's your boss that should be handling the rest.

This.

Anonymous wrote:You sound horrible. Actively trying to prevent this person from being hired? Most people would mind their own business here, and you don't want to do that. Says more about you than about her.

Why does OP owe this person a job? She’s a contractor and her work isn’t great and she creates trouble - that OP has to deal with!! OP is minding her own business as the team leader. A contractor is owed NOTHING - no discussions for improving performance, no feedback, no second chances. When the contract is up, she leaves. That’s the beauty of hiring contractors.

OP here. My manager expects me to directly manage her. I should have a say if she’s hired in this case.

I agree with one of the PPs, this was a sneak preview and I am 100% positive she will behave even worse once she’s hired. She is set in her ways and she thinks she can finesse and manipulate her way to get what she wants instead of focusing on the details of the work. That’s not what this role requires.

As for those asking why I didn’t speak up sooner? I did not retain her originally. I made the best of the situation and picked up the slack, knowing her contract would eventually end. But then my manager…. You know the rest.