How to manage someone like this

[Quietexpectations]

I became someone's line manager a few months back who is notoriously difficult to manage. I was convinced it'd be a breeze for me. I like to think I'm fair, consistent and willing to compromise but I think lately my good nature is being taken advantage of by this individual.

The person in question has a minor disability so none of our usual sickness policies apply to them and out of the many jobs their colleagues are responsible for, they only contribute to a small handful.

The job is one in which we need lots of staff doing different shifts as it's customer facing. This week they have on one occasion come in at the wrong time stating it was a mistake and they would be physically unable to come in for their actual shift later on (this left us very short later). A day later I caught them leaving early. They told me they hadn't had their break so they were going now. I should mention they had no intention of letting me know and these breaks are paid. For the first instance, I wasn't around but for the second, I asked if they could let check with a manager in future.

I feel like a conversation after Christmas will be necessary but I'm wanting to approach it both delicately and firmly. Any advice? I've promised myself to switch off a bit over the Christmas break but must say this is playing on my mind.

I’m sure it is. It’s very difficult. I guess the question is: has reasonable adjustment been made for their disability? If it has, and they have agreed to the adjustments, then you have every right to start thinking about the disciplinary procedure. You could outline the adjustments that have been made and ask why their attitude towards work is not positive.

Before you speak to them, you and your HR dept have to agree what is reasonable conduct in the circumstances, given the concessions, and if the employee is taking advantage of the company. I would not have this conversation without HR present or at the very least an overview from them as to where the company stands on its disability employment policy and discipline when people are not reliable.

Do try and have a great Christmas. I always think that the other employees need consideration too. It’s not their role to always make concessions and cover. If there was no disability issue, you wouldn’t really be worried. You know what you would do.

Time for an occupational health review to have established what is fair and reasonable for their disability?

Why do you think/say the employees 'disability' is only 'minor' ?

Especially if ''out of the many jobs their colleagues are responsible for, they only contribute to a small handful'' ?

I'm assuming they don't do the full scope of the job requirements because their disability prevents this ?

I'd also like to know what a minor disability because speaking as someone with a major disability, policies still apply to people with disabilities. There may be appropriate adjustments made, but the policies apply to everyone.

I have had many difficult staff given to me. Most of them can be turned around with "firm but fair". I wouldn't keep getting them if it didn't usually succeed. So you make it clear...

• you're nobodies fool and thinking you are is a fast route to nowhere / unemployment.
• you actually want them to succeed in work / progress, and that requires adherence to parameters which you will be setting, not them.
• putting them in performance management is an annoyance for you and them. But you are more than willing to be annoyed. And it will be MUCH MORE annoying for them.

And specifically

• you take your break or you lose it. Skiving off early is not an option.
• they are expected to manage their own attendance, so if they get confused again they'll be sent home and they'll either lose a day's pay or a day's leave, their choice. If you're going to be short staffed it may as well be in your terms!

Most people take the proverbial because they've been allowed to. It is your role as a responsible manager to stop this. For their sake as much as yours, because dismissing people is no fun for you but a lot less fun for them. But they need to be clear that you will if they continue to give you reason.

I once overheard a couple of my team taking to one of our latest acquisitions from the "passed around the organisation every 12 months" pile. It was their second day, but their reputation had arrived in advance. My existing team members were telling them in no uncertain terms - the team works hard, there are loads of development opportunities and promotion prospects for those who want them, I invest a lot of energy in managing well and fairly and supporting staff in and out of work. But take the p and they will not be looking for redeployment again next year because I'll dismiss them and do it fairly. I never even needed to have "that" conversation with the newbie, and two months ago I promoted them for the second time in two years.

You can be firm and fair, and anyone who really doesn't like it is welcome to leave before you have to help them do so.

@Autumntimeagain
They could possibly contribute more, but don’t. They might have jobs they can do, but don’t do them well or are difficult to manage. The situation still is unfair on everyone else.

How about a chat with HR to find out what the contract for this person actually says and what they are actually employed to do?

I think this one is well out of your depth to be honest. You need to go on some training to manage this person.

You need to check yourself. Line managing is hard and it takes a lot of work, it's very rarely 'a breeze' and rarely if it's not working it's because someone is taking advantage of your food nature.

I'd also like to know what minor disability is too because honestly, you sound like my manager who thinks my hearing loss/deafness isn't a problem and is something I 'fuss about' because I'm not profoundly deaf (I'm a bilateral hearing aid wearer)

• good nature

I have never met a good manager who learned how to manage from training. You might hone a few skills, but in my experience good managers are good managers because they want to be and will to be. Perversely, I've seen training deliver far more bad managers, with the knowledge to make themselves look like they are being fair when they are actually not.

And tbf to the OP, until they explain what they mean by a minor disability, I'll reserve judgement on that. Whilst I have my own experience of rubbish managers (my last one thought all disabled people should retire early because that's best for them, and tried to make me redundant when I didn't take the hint - she lost! ) I would also admit to having some experience of "minor disability". And I'll be clear, I mean a very small minority who claim disabilities that they clearly don't have or are over-egging to get preferential treatment.

In my experience the vast majority of people with disabilities in work minimise rather than maximise their needs, often to their own detriment. Not everyone no, and there's no reason they should... but I've just often found it to be the case.

This sounds hard. I managed a person very similar to this and it turned out they had AdHD. Once they received thier diagnosis this needed to be managed by HR and they had to have a OH assessment and reasonable adjustments made.

Knowing the law is one element of the training that is desperately needed here.

You can't manage someone with a disability out or up if your key skills are honed on mumsnet.

@Quveas has given great advice.
It can’t be true that none of the sickness policies apply to this person. That has to be a misunderstanding.
Don’t tiptoe around this person because you’re afraid of being accused of discrimination.

Yeah, I agree with this. It could be there had been tip toeing around this previously because of a misunderstanding about reasonable adjustments