Not sure about new hire

[Jantetha]

We have a new fairly senior person at work who I have some management responsibility for (but I did not hire them). On paper they seemed very impressive, formidable even, with previous experience in a high level role at a big corporation.

But a couple of months in they're not really getting it. They are good at the more performative stuff (talking, interacting with others) but the real substance and technical knowledge just isn't coming through enough and they struggle with it. It's become clear that in their former big role they never actually drilled down into the details, just okayed them. They focused more on talking and leading rather than technicalities and had juniors to do the doing.

This role is different. You have to do the doing too and be very well rounded. You need real substance, bluff and bluster wont work. I find myself feeling more and more disappointed with them as I really expected more. Maybe I'm being too harsh? It's still quite early and they have a lot more yo learn.

There were high expectations, maybe too high, but given the background and pay grade it's not entirely unreasonable.

Has anyone had a similar situation? How did it end?

What does "some management responsibility " mean? Their manager is responsible for their performance. That's either you or it isn't. If it isn't then you explain your concerns factually and neutrally to your own manager. Then you get on with your own job. If it is you, then you start performance management processes.

But if you just want anecdotal information, then yes, seen it loads. They always got promoted and promoted..

No training to help them improve?

That's the first thing my manager would suggest.

And what exactly have you or this person's manager done about it?

Because it could simply be that the employee has not received the right technical training to do their job.

Also if you hire someone who is mainly used to managing teams and allocating work to others, don't be surprised if they struggle with having to deal with management/strategy AND having to deliver the basic work itself.

It just sound like the recruitment was a mistake because you are trying to slot a senior manager into a more junior position. It won't work.

They have had ongoing training. Countless sessions since joining with different members of the team but not sure if it's sticking.
Agree it probably wasn't best hiring decision as they've essentially moved to a more junior position but it wasn't my call...
I don't line manage them primarily but am involved in management for certain tasks. Will flag to my manager as I just don't think it's working so far

Hi OP,

I've name changed as I am somewhat in the employees situation, so wanted to share from a different angle. I'm not at a senior level but I have lots of experience from my previous role.

I changed job and I am so disappointed with how things are going.
I have received training, but it hasn't sunk-in as expected.
Firstly, the training was very informal, without documentation or structure.
I would suggest a short document detailing the inputs and outputs required, to give an overview of the requirements for the role.
Next, each trainer prepare a set of notes on each task they are training. Nothing too detailed, but enough to cover the main points.
Compare these notes with the inputs/outputs file and see if there's any gaps in training.

Everybody has a different style of training. Some training is a higher standard than others and I've noticed the more confident employees sweeping past important points, rather than explaining things properly. Don't assume all employees have given comprehensive training, this is where the notes will help ( also with future training)

If the employee is eager and willing, please don't write them off. It is overwhelming being the new person, so please be patient.
Have a catch up with them over coffee. Ask how things are going? This should give you a better indication of how they feel and where they need support.

I can kind of see myself as the person you hired. I have had a career in finance and as I got more senior I became less hands on in using systems, I always had to get other people to do the analysis for me. It was not because I had lost the aptitude though, it is just at this level people above me didn’t think I should be a “doer” and people below me didn’t expect to be showing me how the systems work. Consequence is I had no opportunity to get trained technically. So if I moved to a more hands on job, I might not be up to speed with systems.

But, I absolutely think I am perfectly capable, when I was the “doer” I was excellent with systems and am sure I would be again. But I am not going to learn how the system work through osmosis. I would need to be shown. I also don’t understand what kind of management means, but the manager of this person should maybe take steps to see what is required. You seem to be just writing them off for the sake of it.

From another perspective, I have spent 6 months training a new start into a role similar to mine.

Our industry is niche and getting it right first time is a requirement. Or it can be an expensive mistake.

On paper this person was the best but despite on the job training, full documented training notes and the tools to take their own notes and transfer to their own learning style to allow them to take on board - it's just not working!!

I think they have fabricated previous experience, they have made countless errors as they stopped asking for a team member to check over what they were doing before finalising as they thought they knew better. One mistake cost £20k

They passed their probation period (I don't know how) and I feel that the errors are all on me and it's my fault. A reflection they my training was poor in some way. BUT every other person I have trained is great at the role so surely it's NOT me!!

Definitely raise your issue with your/their line manager