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9 Signs You’ve Got the Wrong Employee
Managers frequently agonize about underperformers and for good reason. Because the managers are often the problem. Here are nine clues that you’ve got the wrong employee and tips to ensure you aren’t the problem:
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Spends significant time on unimportant tasks
This could be an indication that the employee doesn’t understand your expectations or priorities. On a regular basis, ask for a run down on current priorities. See if you and the employee are in agreement. If you are, but the employee still spends significant time on something else, you’ve got the wrong employee. -
Makes frequent mistakes
Mistakes can have multiple causes. Does the employee recognize the mistakes? Does he know it matters? Does he know how to prevent them? Does he have the support and tools he needs to do the job right? Is he able to demonstrate adequate performance? Test for understanding, provide effective feedback regularly, and engage the employee in resolving any issues. Reasonable performance should follow. If the employee knows what should be done, is able to do it, but repeatedly fails to perform, you’ve got the wrong employee. -
Works too slowly
Slow execution can also have multiple causes but the top five are 1) no sense of urgency, 2) poor method, 3) gold-plating, 4) external obstacles, and 5) inappropriate task for the individual.No urgency may be a simple matter of not understanding why speed matters and how much else there is to do. Don’t forget urgency when setting expectations.
Verify second that the employee is capable of executing at a reasonable speed using a repeatable method. While the method may be obvious to you, asking for a demonstration or description of the procedure used may be incredibly revealing.
Third, ensure the employee understands how well the job must be done and the expected time frame. ‘Gold-plating’ is a common affliction, particularly in craftsmen anyone who really enjoys and takes pride in the activity. It also afflicts those who put relationships ahead of tasks; while friendly chatter can build gold-plated relationships, it can also burn up a lot of time and drive people away who put task completion ahead of the relationship.
Fourth, interruptions, breakdowns, and other obstacles are often totally legitimate reasons for slow performance. Find out what is really going on before leaping to conclusions about slowness.
But, if the urgency is clear, a reasonable method of execution is demonstrated, you’ve provided guidance to reduce gold-plating, and factors beyond the employees control are not significant, then the fifth cause rules: the task is not appropriate to the capabilities and interests of the employee. If the task causing concern represents a significant part of the employee’s job, you’ve got the wrong employee.
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Mistreats other employees
Mistreatment ranges from reprehensible to annoying. Fire the former, inform the latter. Be sure the employee knows specifically which behaviors are a problem and why. An obvious problem to you may not be obvious to others. I remember a colleague years ago who used to lean over the cubicle wall daily to see and comment on my lunch. He had no clue that I found this invasive and his comments inappropriate until I told him. Have you provided specific feedback?Have you also offered support to help break bad habits or modify a difficult situation? Even after I told my neighbor that I didn’t enjoy his lunchtime sight-seeing, I needed to remind him occasionally. Few people change habits instantly.
If an employee understands what needs to change, but shows no willingness or progress in making those changes, you’ve got the wrong employee.
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Appears unhappy, indifferent, and/or unenthusiastic
Lots of things can make someone appear unhappy, including personality. Does it matter? It may annoy you, but does it really matter? This could be just your problem. Or it could be a real problem. For example, indifference is not a good way to act when dealing with customers.No matter how significant the impact, you can always provide feedback and solicit information to help you understand the situation. For example, you could say something like, “When you didn’t say anything during the meeting and looked out the window a good deal of the time [stating the specific, observable behavior], it made me feel as though you didn’t care. I think this topic is really important and I don’t want to leap to conclusions about what is going on in your head [stating the impact of that behavior]. Can you help me out?” By being straight forward, specific, and factual, you’ve put the issue on the table without judgment. By stating the impact of the behavior, you’ve explained why it matters. By asking for help, you’ve made it possible to find out what is really going on, which is the first step to improving the situation. This conversation may reveal nothing more than that the employee is bored and simply unhappy with the job. In that case, you’ve got the wrong employee.
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Complains constantly
I don’t think anyone can literally complain constantly. ‘Constantly’ is like ‘always’ and ‘never,’ a generalization that is best avoided. So if you think someone complains constantly, it is best to step back and replace the generalizations with specifics. Then dig in a little and find out what is going on. The complaints could be completely legitimate and the employee deserving of thanks. Or perhaps the situation is irremediable and the employee needs to know that you’ve heard, are powerless to act, and would appreciate a reprieve from repeated complaints until some future date when circumstance may have changed.Or, maybe it is the employee. I once had a dorm mate named Mona. She could not have been more aptly named. Her immediate response to anything was to moan. I hope she found the right job (or medication) and became a positive contributor somewhere. Of course, she may have just grown up a bit too. Anyway, someone who complains all the time can be a serious drain on everyone else. In that case, you’ve got the wrong employee.
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Blames others or can't see own short-comings
Like the complainer, the blamer may have a legitimate gripe and may deserve a little coaching on how to accept unavoidable circumstances and how to work better with others.On the other hand, the blamer may be unwilling to accept responsibility for personal mistakes or unable to see personal short-comings, and find it easier to blame others. Careful feedback and coaching can sometimes cure this problem as well. However, you are probably not a professional coach, nor a psychiatrist. Nor are you obligated to invest in an employee unless you expect to benefit down the road.
A third possibility is that the blamer just isn’t interested in making things better. If the blaming continues, you’ve got the wrong employee.
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Refuses to take on new responsibilities
Why does the employee refuse to take on new responsibility? Fear of failure is common and may be a reflection on how you manage your people. If people who step up frequently lose in some way, reluctance should be expected.Low self-esteem is another possibility. Make the transition as safe as possible, provide reassurance and encouragement, and, if possible, break the new responsibilities down into smaller steps. But invest in this effort only in proportion to the employee’s potential.
A lack of interest is another big possibility, in which case, you’ve got the wrong employee.
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Has made it clear that you are a lousy boss and that nothing will ever change for the better in your company
Unless a recent incident has left this employee bent out of shape and you believe the anger and frustration will fade completely in a short while, you’ve got the wrong employee. A parting of the ways is in order for both of you.
Clear expectations, regular effective feedback, and respectful two-way problem solving are a common thread in most of these situations for good reason. They form the foundation of good management. If you have the skills to do them well, your employees should be able to perform well. If you do your part and the employee still underperforms, you’ve got the wrong employee!
© 2011 Ann Latham. All RIghts Reserved.