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

[Chickychickydodah]

She will keep doing this while ever she can get away with it, you need to get hr or a senior manager involved and be noting these things in a official manner.
Most workplaces wouldn’t not put up with this.

[Mmn654123]

@Pleeby

My manager is well aware of her, she was the one who forewarned me about her. They’ve been sitting on it for a year hoping she will just decide to leave (she has a number of short term posts on her CV).

Advice when I started was that it’s up to me what I do with her. I decided to go in with no preconceived ideas and judge on the way I witnessed her behaving. She absolutely needs performance managing - but there is no silver “you didn’t do this piece of work” bullet. It’s all low level behaviour issues but constantly

There doesn’t need to be a silver bullet.

You can focus it on her attitude and behaviour. Document every eye roll and cancelled meeting. Tell her logging into teams is expected and failing to do so is a disciplinary issue.

[ArseInTheCoOpWindow]

Is there no staff guidance on professional behaviour?

[C152]

Well, you need to start disciplinary procedures. Talk to HR / read your EE handbook, but I imagine the first step is to have a 1:1 (her cancelling 3 times without rescheduling is just bullshit. If she's at work, go up to her and say you need to have a word.) and state the issues. Identify what needs to change and whether there is anything that needs to be put in place to help her meet the requirements (e.g. training, being matched up with a mentor etc), then agree a timescale for meeting what has been agreed. State clearly what will happen if you don't see change by the deadline. e.g. explain the next stage of the process - usually a more formal meeting, with a written warning, re-stating what the expectations are, and the consequences of not meeting them within the deadline.

I would also respectfully suggest you discuss your own training options with your line manager in your next 1:1. Being a manager isn't a natural skill - there are a lot of learned behaviours and most companies promote people without recognising that training / coaching would help that person succeed in their new role. Asking for such coaching is nothing to be ashamed of. It will help you progress further.

[Mmn654123]

@Pleeby

My manager is well aware of her, she was the one who forewarned me about her. They’ve been sitting on it for a year hoping she will just decide to leave (she has a number of short term posts on her CV).

Advice when I started was that it’s up to me what I do with her. I decided to go in with no preconceived ideas and judge on the way I witnessed her behaving. She absolutely needs performance managing - but there is no silver “you didn’t do this piece of work” bullet. It’s all low level behaviour issues but constantly

It’s also not up to the employee to criticise how you, as a manager elect to distribute work. You will be in possession of information of which she is unaware and which is not her business. She is not entitled to challenge how you manage your team.

Take every email she has written with !!!!! and go through them one by one in the interview with HR and explain that they are rude and inappropriate and that she is being instructed to cease that behaviour immediately.

[Mmn654123]

@C152

Well, you need to start disciplinary procedures. Talk to HR / read your EE handbook, but I imagine the first step is to have a 1:1 (her cancelling 3 times without rescheduling is just bullshit. If she's at work, go up to her and say you need to have a word.) and state the issues. Identify what needs to change and whether there is anything that needs to be put in place to help her meet the requirements (e.g. training, being matched up with a mentor etc), then agree a timescale for meeting what has been agreed. State clearly what will happen if you don't see change by the deadline. e.g. explain the next stage of the process - usually a more formal meeting, with a written warning, re-stating what the expectations are, and the consequences of not meeting them within the deadline.

I would also respectfully suggest you discuss your own training options with your line manager in your next 1:1. Being a manager isn't a natural skill - there are a lot of learned behaviours and most companies promote people without recognising that training / coaching would help that person succeed in their new role. Asking for such coaching is nothing to be ashamed of. It will help you progress further.

Excellent advice!

[Mumoftwoinprimary]

If she has been there for less than 2 years then you just sack her.

[MotherOfGodWeeFella]

I completely agree @flowery - if she's been there under two years then just sack her. Her behaviour amounts to gross misconduct. It is so inappropriate to send even one of those emails she's sent you. Publicly eye-rolling when you're addressing the team, the back chat and undermining is insubordination and she clearly has no idea how to conduct herself professionally.

My guess is that because your manager told you she was difficult you think you have to try to manage her to turn her behaviour and performance around. Sometimes being a manager means taking the bull by the horns and getting rid of the person who doesn't fit and who is making work problematic for the whole team.

[CrumpetsForAll]

@Mumoftwoinprimary

If she has been there for less than 2 years then you just sack her.

Ha- I work in the public sector, we definitely don’t do that!

[wincarwoo]

@Pleeby

My manager is well aware of her, she was the one who forewarned me about her. They’ve been sitting on it for a year hoping she will just decide to leave (she has a number of short term posts on her CV).

Advice when I started was that it’s up to me what I do with her. I decided to go in with no preconceived ideas and judge on the way I witnessed her behaving. She absolutely needs performance managing - but there is no silver “you didn’t do this piece of work” bullet. It’s all low level behaviour issues but constantly

You need to make clear your own standards that you expect your staff to adhere to.
Be the manager. Don't let her get away with any of it. As previous posters have said. Address everything in private.

[YukoandHiro]

As others have said, use HR to come up with a proper strategy for managing her behaviour and escalate to each next level if she refuses to change.

If her work rate is poor and she doesn't improve you'll have grounds for dismissal within six months or so. But she may buck her ideas up or decide to leave anyway. Sounds like she hasn't been managed properly from day one. Here's your chance to make a difference.

Make sure you work with HR from the outset though. Tell them everything before you start your plan of action, because it's likely that as you start managing her she'll go to them and allege bullying. Do everything to the letter as they advise and she'll have no grounds

[paralysedbyinertia]

My top tip is to document everything.

Ensure that your expectations about behaviour are stated very clearly and explicitly, and keep thorough records of this. It is normal and acceptable for a manager to state expectations around behaviour as well as the actual work itself, but you need to ensure that she can't come back later and claim that she didn't know what you wanted/thought she was being helpful etc.

Every time she does something inappropriate, raise it with her in a face to face conversation where possible, but make sure that you also follow up on writing. Make sure you explain why her behaviour isn't helpful. Offer training or support if appropriate, and ask her how you can help her to meet the expectations. You may need the evidence later, so thorough records of these conversations are essential.

She will argue the toss with you about why she is right and you are wrong, and she may well accuse you of bullying etc. It will be difficult and stressful. This part of the management role is really shit, but it goes with the territory and you just have to suck it up.

Ultimately, you may need to manage her out, but don't make that your goal. Go in with an open mind and a genuine intention to help her address the issues. If she hasn't had any proper feedback to date (a shocking failure on the part of the company!), an honest and supportive manager may enable her to turn things around. It isn't fair to decide from the outset that she has to go. However, you do need to keep in mind that it could end in that way, so gather your evidence accordingly and ensure that all of your interactions with her would be beyond reproach if it ends up in formal proceedings of some sort.

[beingsunny]

It's not the job of HR to pick up the slack but it is their job to support you with creating a performance plan.

You literally list all the expectations of performance, then have a meeting to discuss these with the employee preferably with an HR rep present and ensure those expectations are being met.

This is a person who clearly has no respect for you or their colleagues.

You could have a 1-2 to find out why as a starter, but I would be seeking support in how to have those conversations with your HR business partner. This is usual practice and not necessarily a failing on the OP management skills.

[dogmandu]

If one person has left already because of her, then HR should have been informed and have this info on their written records. This is valuable in case of legal action further down the line.

Going forward, the troubles you are having with her also need to be documented by HR. If in future another employee leaves the company because of her, and tells HR the reason, if HR has nothing documented, they could say, ' well, you're the first one to complain about her so maybe you're exaggerating'.
It is important something is documented by HR and this will happen if you inform them of what's going on.

[StarsonaString]

You've had some good advice. Read up on your company's disciplinary policy and warn your manager and HR in writing of the next steps you plan to take. Document EVERYTHING.

[EscapeDragon]

You nay not want to talk to HR about her at the moment, but you do need to familarise yourself with the company procedures regarding disciplinary action and follow it to the letter. So ask HR for a copy of it and learn it off by heart.

I agree with others, you need to pull her up on everything. Take the not logging onto Zoom issue - email her and say that the expectation is that she will log on without told every time, and bcc your manager into that and every other email. If you get stroppy replies to any of your emails then bcc them into your manager as well. It might even be worth printing them out and keeping them in a folder in your desk.

Tell her that you don't want her to come up with reasons why she can't do x, y or z. Say that you don't want her to come up with problems, you want her to come up with solutions as to how the work can be achieved.

Explain that you don't want to hear any banging drawers or slamming paperwork down on the desk. If she is unco-operative when asked something, tell her to stop what she is doing and do as she has been asked.

I disagree with talking to her quietly about every issue, some things yes, but the other staff need to see and hear that she isn't being allowed to get away with this behaviour and that it is being noticed.Their morale is being affected and they need to know that you have noticed and that action is being taken.

[JobHunting10]

Wow I can't believe your workplace is enabling this person, and letting people leave because of her so glad I don't work for you or your manager!

[MeltsAway]

Go to HR and work with them on a performance plan. When they fail to meet expectations issue the required warnings

This. I've had to do it.

Everything in writing - so back up any verbal interactions with an email. Keep a record of meetings, and also keep a record of things like her non-participation in your "huddle." Note each time she neglects to log in to Teams: email her, don't telephone.

But first, have a meeting with her, and set it up so she knows that failure to attend will constitute a "first warning" of disciplinary action. Get her to tell you what is "wrong" with her working conditions - and double-check there's nothing going on at home which means she might need really to be listened to. If it were me, I'd start with this - something along the lines of "I've noticed that you seem to have difficulties in doing your work, and working as part of a team. Is there anything going on with your life that is causing these difficulties with your job? "

It's a bit passive-aggressive, but it does show that you're concerned about the context of her work, and her attitudes to her work. Offer support, if it's possible.

Then lay out what you've said to us here. Have a 3rd party in that meeting. I

Couch it in terms of
a) her productivity - work output
b) her hostility to other colleagues eg bitching, not participating in meetings
c) her lack of proper time-keeping when WFH (not logging in to Teams).

Set some concrete goals & requirements, and a date (non-negotiable) for a follow-up meeting. And outline the process, and the consequences if she does not engage, and change her work practices.

And good luck: it's a horrible thing to have to do, but it's what we do have to do sometimes.

[spikyplants2021]

Thats tough because ultimately it falls to you to get rid of her, this could become v time consuming, she does have a right to fair process, so follow the process you have.

I did some training on coaching techniques which are quite helpful for identifying whether its training issues or lack of will to change, and once you've identified its lack of will then you move to performance management (aka manage out). I'd be saying I noticed x, I want to see y, what do you need to improve?' That way she can't complain you never gave her a fair chance.

[spikyplants2021]

Oh and then you go ok when are you going to do that by, is that realistic for you, make sure the action is SMART.

[Palavah]

[quote flashbac]@devildeepbluesea

Why shouldn't she go to HR? It should be her first port of call for poor conduct such as this!

OP you need to call this behaviour out each and every time. Did her previous manager let her get away with it?[/quote]
It's OP's job as the manager to address these issues.

OP, i second PP that you need to be ALL OVER your company's performance management policy and process. Take advantage of any training materials you can. Use your line manager or another experienced people manager as a mentor/sounding board, or get HR support to do so if that's offered.

Also agree you need to get firm, direct, and start creating the trail.

You may breathe a sigh of relief when she cancels 1:1s because she's so difficult but you have to suck it up and tackle this. Otherwise everyone else will leave and she'll be the only team member left, and you'll have torn your hair out.

I'd bet money that your manager already knows she's a PITA. Tell your manager that you have identified a conduct and performance issue that you will be addressing and you would like their support in doing so.

[DiabeticFirstBaby]

It's so frustrating when you take on someone who's never been managed properly and has been able to get away with poor behaviour.
As others have said:
Contact HR and get some support and advice and a regular HR contact.
Read the policies in place.
If something is inappropriate that she does pull her up on it in private.
Document every encounter and conversation.
Good luck!

[ExConstance]

I had a member of staff like this, she made my life a total misery and acted like office Queen Bee too. Generally insolent and entitled. I found it very difficult but i did start performance management with her, interviewed her about each matter, she didn't like it and she left - result!!!! She had psyched me out so much I and started to think it might be me but she left her next job quite quickly, so certainly not. She actually thought she was entitled to take Thursday mornings off every 6 weeks to get her hair coloured!!!!!!

[missminimum]

Keep a record of all your interactions, like a chronology of events. Keep copies or your and her emails. This will help cover you should she decide to complain ( people like her often do)
I would get advice from HR to ensure you follow all protocols
Arrange a meeting with her and ask her to outline why she appears unhappy in her role. Explain you and team members have noticed this.
Explain you feel her current behaviour is impacting on the team morale and productivity and is there anything going on she can tell you about which may be the cause.
If there is something, offer her support, referral to occupational health and arrange regular meetings with her, keeping your line manager informed
Explain this behaviour is not healthy for her or the team so it needs to be resolved. If it continues, you will both need to address how to resolve it through a performance managemenr plan

Good luck

[murbblurb]

It IS her work , she doesn't do half of it and behaves like a spoilt child. You'll lose the good members of the team who will all assume she is having sex with you or another manager , that's how long term crap people keep their jobs. You dont want that assumption!

Get help if you need, but go through the disciplinary process to sacking if needed.