Anonymous wrote:

Anonymous wrote:Gubmint money hard(ly) at work! Fahk, why can't I find a job like this d-bag, but actually work? What does a 12s/13s make?

How hard is it to get a job making over $100K?

http://www.opm.gov/policy-data-oversight/pay-leave/salaries-wages/salary-tables/pdf/2015/DCB.pdf

Should one assume that an "s" suffix is just an s1, unless stated with a number (2 thru 10) at the end of it?

Anonymous wrote:I have already consulted labor employee relations. I inherited this person from another team. I have documentation showing that he failed to show up for important meetings and site visits. However, he submitted vouchers for the trip for reimbursement. I've only been his manager for a month. We travel for two weeks and have on site reviews for a third week. Most people work independently. We are talking 12s/13s. I later found out he didn't go to the airport, didn't show up for the meetings or site visit. He has been "teleworking" but really not working. He admitted this to me in a meeting and over several emails. I asked him what he had been doing and he said he hasn't been doing any work. I explained I'd have to take action for performance and conduct issues.

"Well Bob, I wouldn't say I've been missing work..."

Anonymous wrote:Gubmint money hard(ly) at work! Fahk, why can't I find a job like this d-bag, but actually work? What does a 12s/13s make?

How hard is it to get a job making over $100K?

http://www.opm.gov/policy-data-oversight/pay-leave/salaries-wages/salary-tables/pdf/2015/DCB.pdf

I had a co-worker who came in at 10 and left at 2. He produced maybe 20 percent of the work product of the rest of us and often we were asked to redo his work. We all joked about it but never did more. Has been going on for more than 5 years.

Gubmint money hard(ly) at work! Fahk, why can't I find a job like this d-bag, but actually work? What does a 12s/13s make?

How hard is it to get a job making over $100K?

Anonymous wrote:OP, you need to speak with HR or an employment attorney at your agency. You are not going to get appropriate advice here.

Why can't OP do both? I can see it being helpful to get the perspective of another manager who has btdt.

OP, you need to speak with HR or an employment attorney at your agency. You are not going to get appropriate advice here.

Anonymous wrote:

Anonymous wrote:I have already consulted labor employee relations. I inherited this person from another team. I have documentation showing that he failed to show up for important meetings and site visits. However, he submitted vouchers for the trip for reimbursement. I've only been his manager for a month. We travel for two weeks and have on site reviews for a third week. Most people work independently. We are talking 12s/13s. I later found out he didn't go to the airport, didn't show up for the meetings or site visit. He has been "teleworking" but really not working. He admitted this to me in a meeting and over several emails. I asked him what he had been doing and he said he hasn't been doing any work. I explained I'd have to take action for performance and conduct issues.

This part would be fraud.

agree. if OP can prove this, it's over. we had a guy who did the same thing, security walked him out the door.

Anonymous wrote:Why are you seeking management advice on an anonymous forum?

Why shouldn't he/she? People ask for all kinds of financial/employment/relationship/real estate/tax, etc. I don't understand this objection.

Anonymous wrote:I have already consulted labor employee relations. I inherited this person from another team. I have documentation showing that he failed to show up for important meetings and site visits. However, he submitted vouchers for the trip for reimbursement. I've only been his manager for a month. We travel for two weeks and have on site reviews for a third week. Most people work independently. We are talking 12s/13s. I later found out he didn't go to the airport, didn't show up for the meetings or site visit. He has been "teleworking" but really not working. He admitted this to me in a meeting and over several emails. I asked him what he had been doing and he said he hasn't been doing any work. I explained I'd have to take action for performance and conduct issues.

This part would be fraud.

Why are you seeking management advice on an anonymous forum?

OP here. How do I know he hasn't done any work? Our job is all cloud based. He has not touched his assignments in over a month. Some things were over 6 months past due and had to be assigned to others. We work in customer service and people in other offices as well as the public complained about him. He hasn't reviewed any documents or uploaded anything in the system. He hasn't sent any emails or responded to emails. He missed several meetings. He comes to work but is MIA.

I have already consulted labor employee relations. I inherited this person from another team. I have documentation showing that he failed to show up for important meetings and site visits. However, he submitted vouchers for the trip for reimbursement. I've only been his manager for a month. We travel for two weeks and have on site reviews for a third week. Most people work independently. We are talking 12s/13s. I later found out he didn't go to the airport, didn't show up for the meetings or site visit. He has been "teleworking" but really not working. He admitted this to me in a meeting and over several emails. I asked him what he had been doing and he said he hasn't been doing any work. I explained I'd have to take action for performance and conduct issues.

I think OP went back to work.

Interesting thread from a manager's perspective because hearing my daughter talk about the lack of oversight of fellow workers in her agency by a new management level created over the last couple of years is very interesting. In her agency there are people who have been there for years that do not perform as their peers and nothing is done to them. In other recent incidents, issues have been trumped up to get rid of people - even in a unionized area - and other employees - talking about GS14/15s are fearful of saying miuch that the tables might be turned on them. In terms of forcing folks out besides issues manufactured, there was physical relocation and isolation of the worker(s). So on the one hand while it can take almost an act of God to get a federal worker out, it is also true that good people with years and years of dedicated service can get the shaft ANd that management can also create an atmosphere of intimidation in an agency or section.

For you OP, you need to also be considering the overall morale in your section as the peer workers of this individual are also evaluating you and how you deal with him/her. I would say giving clear projects to be done with deadlines and documenting how expectations are met is one aspect. Also, making sure you are up and around your staff area so that you can see if XXX is not in the office as expected or coming by to follow up a half hour before quitting time would all be ways of checking. Also, making the effort to be in touch on a project with the person during telework hours and giving deadlines which would involve working on it - with others - when supposedly telecommuting could all help with documentation.