Salvaging the Unsalvagable
Rockie
2,136 Posts
Do any of you find in your workplace that there are employees that either the supervisor or management is reluctant to terminate because (1) they have been with the company a long time (2) other employees will get mad if you terminate them, et. and so on.
We have a couple of people who are supposedly "lead" individuals in the department, but are really just functioning as line employees. I feel we are trying to make some of them fit a mold they are unwilling to fill but still want to retain the title and status of being an "in charge" type of person. Even if they are retained simply as an employee, I feel they will undermine the new lead person (if one if chosen) or even the supervisor if they are seemingly demoted.
Anyone else out there have these types of employees and have you successfully dealt with this issue?
We have a couple of people who are supposedly "lead" individuals in the department, but are really just functioning as line employees. I feel we are trying to make some of them fit a mold they are unwilling to fill but still want to retain the title and status of being an "in charge" type of person. Even if they are retained simply as an employee, I feel they will undermine the new lead person (if one if chosen) or even the supervisor if they are seemingly demoted.
Anyone else out there have these types of employees and have you successfully dealt with this issue?
Comments
One, we believe in profile testing - it's proven invaluable in this process as well as the interview stage. We created a benchmark & then compared the results of each of our leads and managers to that benchmark. From here it was easy to see who fell within and outside of the benchmark. I met with all of the managers & explained the results. One 'lead' was moved right away into a process control position & we kept a marginal 'lead' in the same position (not surprisingly, the same issues exist).
Two, I review all performance appraisals before they are given to the employee. I'm looking for objective data & not, "he's my drinking buddy, so therefore he deserves a raise" type of information. If I see inconsistencies, I tag it & it can't go in the review.
Three, we have a pretty extensive list of expectations for Leads & Managers that we post & we expect them to follow it, otherwise it's reflected in the review & wage considerations. This wasn't here prior to my arrival, but it is now.
Four, we have a weekly production meeting and all leads and production managers attend - this is where the managers help school the leads on employee issues & leadership as well as the production issues at hand.
Finally, we are not afraid to find an employee who's not performing in their current capacity another job within the company for which they are better suited. We are also not afraid to let someone go.
These things I have listed, take time. We arrived at none of them overnight. It's been a 3 1/2 year process to feel very comfortable with all of them and change the culture of our company. I've taken some hits on my reputation early on in the process, but I stuck it out & my rep. is pretty solid now. If I can do it, then you too can do this. Put a map together of all of the things you think you need to do in regards to this situation & then start checking things off as you go. Good luck!
I can't do to much about it as the HR, but to understand the situation and if and when I do have some influence you can bet the company will exercise our right to cut this cancer out and flush it!
PORK
We have a long term employee who has become 'marginalized' (if that is a real word) and who has survived four different executive directors. She used to be excellent in setting up programs and delivering program guidelines, but over the years she has become a specialist. Noone is sure what that does anymore, but our new E.D. has been utilizing our evaluation tool and has her under a development plan that is very specific as to it's expectations. The bottom line is to keep the expectations in line with the job responsibilites, and then hold the ee accountable to achieving those expectations. In the end, an ee cannot slide in his/her work without incurring consequences. If you let that happen, you pay higher costs in the long run.
I'm so glad to see that I am not the only one struggling with this. I have 2 EEs currently in positions that I see they are not well suited for. One is sporadically pulling thier weight. One is fairly new to the position, but has not completed any assigned tasks correctly, if at all, since the change. I am at a loss. I've already had one on a weekly check in system for 6 months. The result: he's become dependant on me to tell him everthing. I really don't have time for this anymore and I'm not holding out hope for a better outcome with the newer EE.
Tell me, how did you develop a profile test to help weed through this? I have got to find a better way to get through this. I have never actually demoted anyone, primarily because after they are going to perform their duties or continue to rack of disciplinary actions based on poor work performance, they decide to resign and leave our department or become a regular EE. There has to be a better way!
I am just soooo tired of babysitting. Granted, I am the one who hired them, but I really thought they could or would do the job.
I have a similar problem, however it starts at the top! The USA EVP has been with the company for over 30 years, and is sadly out of date with the new direction that the company is taking (our head office being in London). He not only doesn't understand the whole concept of e-marketing (the new direction we are focussing on - for those unsure, basically in a nutshell it means doing all customer transactions by electronic communication, e.g. marketing, sales,promotions, etc.) he blocks anyone who may know better! For a recent management level vacancy that is to lead our South American strategy in e-marketing, he contacted a friend (yes, he is very in to jobs for friends and families) in Argentina and told them we were looking for an IT expert and did they know anyone. I had to interview the person suggested even though I knew they were woefully inadequate for the role, and had absolutely no marketing experience at all.
But my biggest problems with him revolve around one department: we have an executive who has been with the company for 25 years and no-one is entirely sure what his job entails apart from a lot of travelling and a lot of entertaining, all first class of course! Reporting to him is a manager, who manages nobody, has been with us for 25 years, and again has no real defined position, and when not getting a manicure or organizing any travel they have to do to include a weekend (on company expenses of course)wanders around the office disturbing others and on occassion asking if they have any work that needs doing because they don't have anything.
I cannot mention anything to the EVP, he believes I just don't like the people involved, which is not true, but having gone through a 25% reduction in headcount this year I can see other areas that need staff and these two positions seem a waste of resources.
So, like Rockie I would be very interested in any good suggestions on how to deal with this.
JKK
But, for the health of the organization, we have made moves that we feel is for the benefit of the company whether easy or not.