To feel sick at the thought...

[squiddybear]

Next week I have to have a conversation with a new member of staff regarding his future at the company.
He is quite frankly shit and not only bad at the job but also bad with people which has lead to complaints.

He has been in the role for 2 months and has shown no improvement. I have been told by my boss that I need to sit down with him on Monday and basically tell him it's not good enough. This won't be the first time we've had this conversation and after we normally have it his work performance rises for a week then drops again.

He is not a good fit for the role or the team and I think he knows this as he has said that it wasn't the job he was expecting and he doesn't like it.

AIBU to feel sick at the thought of this conversation. I've never been so nervous for the backlash and potential upset?

Speak in facts, have the dates and topics of previous conversations of a similar nature with him to hand, use a coaching style -"how do YOU think you are doing?", "do YOU think you've improved since we last spoke" to begin an open discussion with him and it will be fine. If you te in a senior position to him YANBU to feel nervous but you would be unreasonable to let those nerves affect how you handle the situation when it's his job on the line

Sounds to me like he's not going to get any better and he's admitted that he doesn't like the job .
You need to think of the company not him because unfortunately he's not up to the job which is detrimental to the company and effects others .

Doesn't like the job but is happy to take the money for being there whilst putting in no effort and causing extra work for you.

If you've had the conversation before, then perhaps it's time to have the conversation for the last time?

If his performance has improved previously when you've had the conversation, that suggests that he can do better, but he doesn't really feel the need to do so, in a sustained fashion.

And if he's making other better functioning team members miserable enough that they're complaining about him, then that is not okay.

You need to have the conversation but then put a plan together on how to fix it and keep it going. So it’s more of a you are willing to put in the effort to make him succeed and support rather than just telling him off. Whether it be a daily catch up or weekly with a tracker. This is the exact amount of work he’s expected to do this day or this week. You review together and if he doesn’t hit he needs a good reason why.

Are you in a management role op?
If so why would you feel sick with nerves at the prospect of telling someone its not working out? If you aren't in a managerial role why isn't your boss taking on this responsibility? Sorry but he's not right for the job and doesn't like the work. Just tell him. He won't be bereft I can guarantee it.

Are you his team leader? Have you had any training? Do you know how you can support him to improve in the role? Has he been set targets that are measurable so that you can define his "poor" performance? Or are you just going to sack him? Would do it all very carefully... Does he report directly to you? You need to make sure his poor performance does not reflect badly on your ability to manage etc... couching things as wrong fit for the job is better for a manager than poor performance for instance...

With respect, this is day 1 lesson 1 of management - being able to manage tough conversations with staff.
I genuinely don't mean to offend you here but it's concerning that you don't have sufficient confidence in yourself and your role to have this basic conversation without feeling sick with nerves.
Dreading it is one thing - totally natural. Feeling sick at the thought is not conducive to management

Thanks all. I'm relatively new to management, have never had to have these conversations before. Said employee is going to be confrontational and HR are not around to support at the meeting

Are you actually going to sack him or just tell him what you've told him before in a sterner voice?
If he gets confrontational, just say 'And that is exactly the attitude I've been talking about.' Keep it short and formal.

Have you got any competency procedures?

I'm relatively new to management, have never had to have these conversations before

I understand, OP - I was once there myself, but it becomes easier with time

As PPs have said, keep it formal, fact based and as concise as you can and of course document everything
If he's confrontational, "that's not the approach we were hoping to see" should cover it, and if after proper process it comes to dismissal, "we're afraid it's just not worked out" should do

Where I work you dont just haul in someone and tell them they're crap, you agree a plan of training, support and agree an improvement plan with targets. Then meet a few weeks later to review things. If targets still not met then onto next stage of competency procedure- all the way til dismissal .

Does your company have nothing like this?

If it isn't the job he was expecting, why is that? Was his interview not explicit? Didn't it include a job description, his roles and responsibilities?

Last time you had the conversation did it include an improvement plan? did you agree targets, improvements etc? Has he explicitly been told that if he doesn't shape up he will be shipped out?

This is a really hard thing to do. But I couldn’t help but notice how vague that ‘instruction’ was. Tell him it’s not good enough? What does that mean?

Before you go in to this meeting, be very clear what outcome your boss expects from it and that will not only concentrate your mind but also cover your back - are you expected to encourage this chap to resign? Or to give him clear objectives - but in what time frame?

I would say it's really bad practice for you not to have support from HR at this meeting. If they can't be present, then your manager should be. Feels as though he is ducking out.

Sorry you are in this position. It is horrible, but like a plaster, better to get it over quickly. It isnt doing him any favours to be in the wrong role for him either.

Are you actually firing him?

@FangsForTheMemory

I would say it's really bad practice for you not to have support from HR at this meeting. If they can't be present, then your manager should be. Feels as though he is ducking out.

I agree. If not HR, then someone should be there to take notes and as a witness in case he claims unfair dismissal later.

Why aren't HR around? You need a witness, surely?

Otherwise, it's just he said/she said

Woah, he's been working for 2 months in a pandemic and not doing well? I've been homeworking and I'd say it's been very tough giving inductions at the moment and taking a long time for people to get up to speed.

You need to discuss and agree the objectives of his induction. If he's not meeting them you need to discuss how he can do that and how you'll support him.

A new girl started in our team, I'm her technical manager but she has another line manager. He took a disliking to her from day one and think she's a waste of space. Poor girl hasn't even had chance to do her training but the anxiety and everything is too much and she's off sick.

Doesn't sound like there's great management going on above you if you're needing to ask Mumsnet this question.

I couldn’t help but notice how vague that ‘instruction’ was. Tell him it’s not good enough? What does that mean?

I imagine OP didn't want to go into (possibly identifying) detail on here ...?

Puzzledandpissedoff

Or maybe she has been asked to do something vague, and that is why it’s so difficult?