Colleague

[abouttolosemyshit]

I'll try to keep this brief but hoping that someone will come alone with some pearls of wisdom (here for traffic).

I've inherited a new team member and she's..... difficult.

I've no issue having difficult conversations but this is something else. She's clearly being dumped on me because her previous manager doesn't enjoy the confrontation involved in pointing out her weaknesses. She shouldn't have been given the role she is in, she simply doesn't have the experience or qualifications for it. I was all up for tackling this head on, helping to develop and bring her on but she's just not up for receiving constructive criticism, or having to ask for any support or assistance.

I'm annoyed this has been left this long and now given to me to deal with, but have accepted that it is what it is.

I could put her on a performance improvement plan but there has to be another option to try first, right?

I know why she's pissed off: She doesn't understand why she's been moved to me, she's unhappy that promises made to her by previous manager weren't kept (she's never been told that shes failing, in any area) she thinks she's competent and experienced enough to be doing my job....

Any ideas welcome....

Sounds tricky. I would say that there isn’t another option to try. Put her on the performance plan and make sure every step you take is watertight.

If you’re looking for another option I would look at yourself. You say you were up for tackling the issue but but then suggest putting her on a PIP.
Can you assign her to something else?
how about just an honest conversation with her to find out her expectations and your expectations?

I haven't said i'm putting her on a PIP. Naturally, that's an option. The point of this post was to get ideas on alternatives. I want her to succeed, but this has only just happened and my last attempt was futile. I don't want to say anything too outing but i've not been able to re-address the situation with her since. Unfortunately, owing to the size of the team and the nature of our jobs, she absolutely cannot be assigned to something else. The expectation of me is to sort the situation or move her on. I play to ask her for a coffee at the first available opportunity and try to address the situation away from the rest of the team.

Put her on a PIP. She sounds useless.

I’d put her on a formal training plan. Not got the same negative connotations as a performance plan, but would allow you to formally identify areas requiring improvement, put strategies and opportunities into place, and then respond appropriately depending on whether she engages or not. You’re being supportive and encouraging, but it also gives you documentary evidence if you need it further down the line.

PIP is the only way to go. You will then have a supportive structure of there being evidence of incompetence and a set of milestones she has to fulfill in a set time frame and the knowledge you're both in agreement she's walking out the door if she doesn't complete.

…so before you go for a PIP

Have you spoken to her, and listened to what she has to say ? People are resourceful, as managers we sometimes just need to take some time to support them to find the answers.

The language you use to describe her is really negative .. address that first, and start to use different language and this may help you change your opinion of her.

Have a meeting, and ask some coaching questions; “what do you enjoy about your job” “what does a good day look like”, maybe you’ll unlock some potential.

People don’t turn up to do a bad job, people are doing the best job they can, in the situation that are in, with the information they have. If what she’s doing isn’t right, look at those two things and see if they can be improved.

Moved about, promised things that never happened .. not surprised she is annoyed, but this is a great opportunity for you to tap into her potential. It will take time, but it will be a far more rewarding experience than a PIP.

Thanks all, some really helpful suggestions.

When we last spoke, I absolutely took a sympathetic approach and promised that I'd support her. As I say, she made it clear that she didn't want anything from me. She used to time to question me on decisions made by her previous line manager, why she wasn't at my level etc (questions i'm not going to answer).

I've worked alongside this person for some time, i've had to clear up their mess more than once.... none of its been discussed with her by previous management she's just been left to get one with the area of the role she can do. If that could be made into a whole role, this wouldn't be an issue but the role involves far more and we haven't the budget for an additional person. I'd have to do the other 70% of the role, or delegate to the rest of my team. That's not fair....

I'll try once more and then i'll have no choice but to take a more formal course of action....

It's a tough situation. I suggest having a formal meeting with her not a coffee and involve someone from HR if you can. Stick to the facts and give her the option to step up or the only solution will be to put her in a PIP. Follow up the discussion with an email so there is a record. Good luck.