Please help me line manage this member of staff

[Pleeby]

I’ve recently taken over a new team, I was forewarned about one member of staff. Not so much about her work but her attitude and behaviours. Since I started one member of staff has handed in their notice as they can no longer work with her and another one indicated they are looking for another post due to her.

Examples of her behaviour:

Arguing about everything with me. If I send out a “team actions” email, she will return it to me with red font reasons about why she shouldn’t have to do/can’t do something. Each point followed by a stream of !!!!!!!!!!

Constant loud huffing and sighing, banging desk drawers closed and files down on her desk

Eye rolling and sighing during meetings

I called a quick huddle and she sat at her desk not turning around. I asked her to get involved and she slammed her paperwork down, turned around and said “I’m busy”

Work rate is half what everyone else’s is. This is because she says the work is unfairly distributed. I asked everyone to give me a list of all of their responsibilities, it isn’t correct that she has more to do than other people at her level.

Gossiping and bitching about who ever is working from home that day (they are on a rota)

Refuses to sign into teams every morning when working from home. I have to call her and tell her to sign in each day.

It is ruining the office to be honest. My 1-1s are just people complaining about her. Her 1-1 she has cancelled the last 3 times.

Please give me some advice

[CuriousaboutSamphire]

A year? Then give her notice. She can be let go for any reason within 2 years. Just make your mind up to do what your apparently spineless boss cannot.

And remember this is how they are!

[FrangipaniBlue]

You sit here down and tell her that her behaviour is unacceptable giving clear examples (the emails, demeanour in meetings, not joining in a team huddle) and set out how you expect her to behave.

Keep emotive things and other team members out of it but tell her you've noticed that her behaviour disrupts the team.

It's not rocket science.

[FrangipaniBlue]

If you don't know how to deal with this stuff you probably shouldn't be line managing people.

[2021mumma]

Go to HR, get her put on a performance plan and manage her out

[KickBishopBrennanUpTheArse]

I've got a member of staff like this. She's been poorly managed and allowed to get away with it for years.

I took over a year ago but didn't tackle it quickly enough due to coming in mid lockdown so now she thinks I'm a soft touch too.

I'm getting a lot of advice from our external hr company and have my immediate line manager backing me but it's a slow and difficult process.

Advice I've been given:

Log every conversation or absence of conversation (she often fails to attend meetings or reply to me)

Follow up any agreed plan in writing with an email

Don't be scared of her submitting a complaint as long as you've logged everything and kept your manager fully aware of the situation. I would welcome the chance to have it all investigated. It will only make her look worse.

Just keep it all factual and back everything up.

Sorry you're going through this. It is such a stressful thing to have conflict at work. If it helps her CV suggests that she'll probably jump before she's pushed once she realises you are not going to put up with it.

[Archersandlemonade]

You are seriously letting down all the other members of your team by letting her get away with this sort of behaviour. I’d be really pissed off if I worked for you and and saw how she was treated

[marshyindigo]

You start the under performance management process obviously...ask HR for help. Are you a new manager? Have you got an employee assistance helpline service you can call? Get some training?

[LadyCatStark]

She’s probably left a number of short term posts because she’s been pulled up on her behaviour. She’s not going to leave while she’s getting away with it.

Firstly, the one to one is non-negotiable (unless she calls in sick I suppose, then there’s not much you can do about it). You give her the date and tell her it’s mandatory.

You need to deal with all the issues head on as it’s not fair on the rest of the team. You can go in all friendly at first and tell her that you just want her to understand how she’s coming across. Make it clear what she needs to do to improve her attitude and behaviours and refer to any policies or guidance. Follow it up with an email.

Most importantly keep a record of all of her emails and incidents. Every time you have to speak to her about her behaviour, follow it up with an email covering what you have said.

[Nith]

Get the people who are leaving to put their complaints in writing. Otherwise, do what people on here are suggesting - pull her up every time. Things like failing to sign on to Teams when everyone else manages it is not a low level issue: give her a formal warning that you are not going to keep reminding her, and if she doesn't sign in by a defined time it is going to be regarded as a disciplinary issue every time. Make sure you put everything in writing.

I strongly suspect that the reason for all those short term jobs on her CV is that she has previously encountered managers who are less indulgent than your employers. She behaves like this because she's been allowed to get away with it.

[northdownsouth7]

I’ve managed someone like this and agree with others in getting support so that you feel better equipped in managing her. Set up 121s and give her feedback - I like the SBI model (situation, behaviour, impact) eg she’s not turning up to the team meetings, the standard you expect is for her to dial in without being prompted to by others and the impact it has is that it’s taking up too much of your time having to chase her. Rinse and repeat and see if her behaviour improves over the next 2-3 weeks. I’d also want to know what motivates her on the flip side - is she bored/ frustrated? What does she enjoy about the job and working in the team? I’ve managed others where no-one has ever taken an interest in them and what skills they’d like to develop so it can be turned around in other situations.

[Nith]

Also document every time anyone complains about this woman, particularly people from outside your department.

[didireallysaythat]

Manage her change or manage her out.

Either will be better for both parties. Talk to HR and your manager - this isn't something any manager can do alone, and nor should they.

[Dddccc]

Wow write all this down and action 1 give her a verbal warning which the reasons you stated, confront her behaviour always have a witness with you, if she does not charge her ways its a written warning, however you need to stop pandering to her ignore her emails back, stop calling her in a morning when she is an adult, also write up a report to your manager outlining her behaviour and how you are going to proceed this covers your arse

[MissLucyEyelesbarrow]

She behaves like this because she's been allowed to get away with it

This. And the message your company is sending to her colleagues is that crap behaviour is OK.

It's actually a lot easier to manage someone like this than someone who just quietly under-performs, while appearing compliant. Think of every one of those emails with defiant remarks in red as gold dust! She is building the case for dismissal for you.

It isn't HR's job to manage her, but they should be able to advise on company procedures. Follow them. Make sure your useless manager is on board - have an email trail to prove that s/he is informed. The employee will probably respond by going on sick leave or launching a grievance against you - these are totally standard responses and HR should be able to help you deal with them.

Good luck. Once you have done this a few times, it gets a lot easier. Focus on fact that you are protecting the good members of your team from her toxic behaviour.

[Megasaurus]

I've worked with one of these, they were awful, shouty, physically aggressive (throwing things off their desk, kicking chairs), refusing to do things. But they maintained they were the one being bullied.

I left the team, followed by others.

[LemonRoses]

Coaching approach to show every opportunity to improve and that there is no differentiation of expectations. Protect yourself from tribunal - may not happen but be prepared. Record everything.

First set clear expectations. In an email or on paper. Set out your vision for the team. Then expectations to help achieve this.
Talk specifically about behaviours in a positive way. Not ‘no eye rolling in team meetings’ but ‘Our team is engaged and attentive during team meetings’. Not ‘no bitching’ but our team is respectful and courteous towards others’. Pin it to your organisation behaviour framework or values (if you have them). Definitely talk about teamwork in your expectation setting.

Second set personal objectives during one to one’s.
In a month you will have delivered x number of complaint responses/ built x number of dolls houses. Be very specific about what output is expected.
Every team member will sign into teams at x time each day.

Have a discussion about her ability to meet the goals. Ask how she is going to do it. Talk about flexibility- if she isn’t back from school run until 9am then ask her how she’ll make up the time. Get her to give the answers.

Ask her about her behaviours. Why she behaves in this way and what the barriers to team working are. Talk about her aspirations and how she could change to be more of a team player. Ask again about support she needs.

Don’t single out this staff member too early. Show that everyone is set same expectations.

Then record specific examples of where behaviour has not been appropriate. Keep a file. Find god examples too. Things she’s done well. Each month ( or more often if necessary) discuss and record the responses to these.

Give timescale for improvements. If no improvement in three months invoke formal proceedings. Speak with HR all along the way, if you have HR.

If your organisation will allow team building support do some team building stuff.

[mabelandivy]

There is obviously a conduct issue here and her behaviour is inappropriate so I would be pulling her up for that. I would also meet with her regularly to ask her to give examples of the things she is citing. I'd also put together a performance management plan, set targets with required expectations and if she is not able to achieve them, then I'd liaise with HR and try and manage her out. Sounds a headache - I've had many like this over the years.

[mabelandivy]

Also try and establish whether there are underlying reasons for her behaviour - maybe a referral to Occupational Health as well.

[Unsure33]

I agree with having guidance from HR a and your manager . First keep a record of everything . Speak to her to give her one chance to put things right .

But be guided because I had a very similar member of staff and when I pulled her up on a job that she had been trained on and should have been doing , politely , she immediately raised a grievance against me by saying I was bullying and causing MH problems .It is not a comfortable place to be in .

So when you have your one to one ask her clearly does she have any reason for not being able to sign in , complete work , not attend meetings . Give her every opportunity to tell you and MAKE NOTES .

[Mummyoflittledragon]

When you say they’ve been sitting on it for a year, do you mean she’s not close to 2 year’s service? If she isn’t, I’d get rid pdq. It isn’t very difficult and you don’t need to jump through all the performance plan hoops, warnings etc. www.jaluch.co.uk/hr-blast/dismissing-staff-with-short-service/. Do be aware that the 2 years includes the last day she would be employed at the company and that if that date is almost the 2 year anniversary, you will be on more and more sticky ground. You need to talk to HR.

[Chloemol]

I would write down about her behaviour for a couple of days, then call her into a quick meeting and ask if she is ok. You have seen xyz which is making you concerned she is not coping, what can you do to help as her behaviour is affecting the others, is there something going on at home etc etc

Agree something, see if her behaviour improves, keep writing down good and bad

No improvement in two weeks, another meeting go through it, ( do her 1 to 1 her as well) , agree actions and timescales for improvements, and what support you can provide,

At end of timescales another meeting, no improvement then I would suggest you start your formal under performance procedure and that normal includes warnings and then dismissal

I would be speaking to your own line manager to advise them what you intend to do

[Mummyoflittledragon]

@Megasaurus

I've worked with one of these, they were awful, shouty, physically aggressive (throwing things off their desk, kicking chairs), refusing to do things. But they maintained they were the one being bullied.

I left the team, followed by others.

And this is exactly what’s happening. You’re losing probably decent team members because no one is dealing with the problem.

[Unsure33]

@LemonRoses

Yes very good points . Do it as a team first . And make notes about what you speak about . Then if any member does not perform do the one to one . You can’t afford to lose staff because of one person .

[flowery]

No idea why everyone is talking about performance management. This is clearly a conduct issue. And not a “low level” one either- that level of public insubordination and disrespect to her manager is not low level.

How you manage it is come down extremely firmly and make clear what is and isn’t acceptable, and what behaviour you expect. Be clear on the consequences of a recurrence (disciplinary), and if (when) it happens again, follow through and discipline her.

And as she has short service, I would strongly consider a dismissal as well. Unless there is reason to believe there are protected characteristics she may consider to be relevant, there is virtually no legal risk in dismissing her as long as you give the right notice etc

[Mmn654123]

@Pleeby

I’ve recently taken over a new team, I was forewarned about one member of staff. Not so much about her work but her attitude and behaviours. Since I started one member of staff has handed in their notice as they can no longer work with her and another one indicated they are looking for another post due to her.

Examples of her behaviour:

Arguing about everything with me. If I send out a “team actions” email, she will return it to me with red font reasons about why she shouldn’t have to do/can’t do something. Each point followed by a stream of !!!!!!!!!!

Constant loud huffing and sighing, banging desk drawers closed and files down on her desk

Eye rolling and sighing during meetings

I called a quick huddle and she sat at her desk not turning around. I asked her to get involved and she slammed her paperwork down, turned around and said “I’m busy”

Work rate is half what everyone else’s is. This is because she says the work is unfairly distributed. I asked everyone to give me a list of all of their responsibilities, it isn’t correct that she has more to do than other people at her level.

Gossiping and bitching about who ever is working from home that day (they are on a rota)

Refuses to sign into teams every morning when working from home. I have to call her and tell her to sign in each day.

It is ruining the office to be honest. My 1-1s are just people complaining about her. Her 1-1 she has cancelled the last 3 times.

Please give me some advice

Formal HR procedures.

Start with a guidance interview with HR present to make her aware that her attitude and behaviour are unacceptable and are impacting her colleagues and that you are a manager are not satisfied with her performance.

It should be explained in the interview that if she doesn’t buck her ideas up, the next stage is formal performance management.