Chronically Bitchy Employee

Rockie · November 2004

This is a yukky situation. I have a Benefits Specialist who used to also perform payroll functions for many years. She bitched and complained so much about having to do payroll that her then supervisor (CFO) took it away from her and gave it to another employee who is doing a great job. She's done nothing but bitch about what a lousy job the new payroll person has done. Her only obligation has been benefits. Her salary was not cut (she has been here 15 years and is a doctor's pet). Anyway....I inherited this gem.

This year when we changed vendors for our benefits, I was wondering why she was so uncooperative and unenthusiastic about the new benefits. When I started asking her questions about calculating premiums, etc. I found out that she knew SQUAT about any of this. Our previous vendors had calculated all this stuff for her and she essentially just had to fill in pieces of paper.

We had a meeting with our new vendors today and her "attitude" came through loud and clear to the point that the vendor asked me afterwards what her problem was.

Her personal life is so horrendous - a control freak husband and two adult leech children, so in some ways I feel sorry for her....but I understand she has been a victim all of the 15 years she has worked here. Can't help her with this.

Anyway....do any of you guys have any sage advice?

Whirlwind · November 2004

Sit down with her and tell her that the slate is clean and it's a whole new ballgame. Outline your expectations in detail and in a way that is as behavioral and objective manner as possible. Keep it positive and tell her you're confident she can meet your expectations, and that you intend to hold her accountable. We covered the idea of "attitude" on another thread recently, but in this case be sure to tell her that behavior/remarks that cause a vendor to ask "what's her problem" is not acceptable. Then coach her on what WOULD be an acceptable way to express problems, confusion, or disagreement.

I had a similar meeting with a vehicle mechanic this very morning. He also has some personal life horrors, but don't we all sometimes? His supervisor has cut him a lot of slack recently, and it was up to me to tell him the party's over. I told him I wanted him to succeed, knew he could, and hoped he would, but from this day forward it would be up to him. Otherwise, the progressive discipline procedure is ready and waiting.

Good luck!

Crout · November 2004

When is her next evaluation due, and has her job description been revised?

System · November 2004

I agree with Whirlwind's advice about starting new with this employee, but I would not tell her about the vendor's remark. That's going to make her defensive and she'll always have a 'low dose' attitude toward them. But in starting with a clean slate, she's going to need some training about the benefits if she's not getting it. Apparently she does not understand benefits delivery or maybe doesn't even understand the benefits overview. Maybe you can give her a review, especially if she's charged with enrolling employees and making status changes.

And as Crout said, update her job description and make sure she knows exactly what her essential job functions are.

Don D · November 2004

How long has she been screwing the doctor?

globex · November 2004

Shame on you Don.

System · November 2004

Why? That's what most of [us] were thinking. Most of us would have said "Gee, I wonder if they're attracted to each other and possibly dating." Don doesn't 'candy coat' anything.

Don D · November 2004

Whatcha mean, "Shame on me"? I picked up on the sentence, "She's been here 15 years and is doctor's pet." That tells me all I need to know about the whole scenario. She has never been REQUIRED to be competent and has learned to get by on her, shall we say, charms. She is lazy and incompetent and no degree of coaching or performance improvement plans will redirect her. Any employee who has learned to slide through a career while incompetent but somehow appearing halfway competent will never change her behavior.

There's my opinion. Now I'll defer back to those of you who want to recommend counseling and performance coaching and clean slates. x:-)

System · November 2004

"She is lazy and incompetent and no degree of coaching or performance improvement plans will redirect her"

I wouldn't be so fast to use absolutes. Yes, lazy because she's been allowed to be. Incompetent, perhaps but we don't know for sure. While it may seem that she can't or won't be taught, there's a way to train and coach and stay on top of it until you get the product you want, without alienating the employee. I've done it, nicely! She would wear out before I would. She would eventually ask for a transfer back out of my arena or, best case, become productive. Either one is a win for me.

:x-)

Ethel · November 2004

Right on, Molly!!!!

hrdir03nafcu · November 2004

Whatever you do, it's important to be careful that the issue of her personal life in no way enters into how you address the situation (--unless the situation itself veers into the FMLA area...)

My recommendations:

1) If you didn't do it when payroll was taken off her plate, revise her job description immediately to reflect her actual/current duties.

2) THEN meet w/ her to discuss changes in vendors, and related new processes she will need to learn.

3) Make clear to her what the performance standards are for her job; and discuss w/ her what, if any, new training she'll need to perform the job. And make clear that she will be held accountable for these standards.

4) Hold her to #1-3 above.

Of course you need to be consistent w/ how you've treated other EEs in the past. Provided there's no issue there, then if she fails over a reasonable period and a fair opportunity to learn and improve, to perform up to standards... then it would be time to part company.

That's my 2 cents.... hope it was helpful.

Chronically Bitchy Employee

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