She just doesn't get it
SandiF
160 Posts
I am always impressed by the responses on this forum. I'd like to know your opinion on how you would have handled a situation. I hired a lead, KH, for our reception department 9 months ago. She came into a situation where she had experienced staff. A lead who had stepped down from the position, due to health reasons, trained her. The former lead, JB, is our expert in that department. I do not know the reception job, but I am the lead's supervisor. My role with her is to help her with her lead duties. JB was responsible for her reception training at our large office. All our leads are working leads - they are expected to know their departments better than anyone. Of course, I did not expect her to be where JB is for quite some time.
I emphasized to KH, first in the interview, and then when she started, that she needed to learn the reception duties before anything else. She had 4 weeks of training before the recept (who trained her)in our smaller office went on vacation for 2 weeks. We are an imaging center; that office does one type of exam. I asked JB to go to that office each day to see how KH was doing,if she needed help. She did.
KH then came to our larger facility to train with JB. When I asked how she was doing, I was told she was taking a longer time to train than most. She was a good person and lead, so we gave her more leeway. At one point, (3 months later?)my two other leads both came to me relaying considerable frustrations with KH's work. KH's errors affect their dept and cause addtional work. I told them to give her more time. I had a mtg w/the 3 of them, so the 2 could help KH learn the connection between their dept. She has continued to struggle; we do not feel she is ever going to get it. It finally came down to me talking to her and giving her 30 days to improve, knowing that she probably wouldn't, but allowing her the chance. The problem is she does not understand that she doesn't get it. She continues to ask the other recpt the same questions and says she was never told. I talked to KH the next day at her request, and what came of it was the decision to give her the time she needed to look for another job.
I feel terrible, of course, but I can't continue to keep someone who isn't learning their job. I gave her a lot of time before seriously talking with her because she has so many good qualities. I wanted to give her plenty of time. If I could do it again, I would have talked to her sooner. (Prior, I had only spoken to her a few times; no documention). I do not work with her at the front desk so don't see her deficiencies; I have to ask others, which I did frequently. Not everyone gave me negative feedback, but then again, other staff don't like doing this. JB was willing to give her more time,as well. Now, co-workers are experiencing continued frustration without much hope of her changing, consequently, the severe action.
Please tell me what I could have done better; I need to learn from this one.
I emphasized to KH, first in the interview, and then when she started, that she needed to learn the reception duties before anything else. She had 4 weeks of training before the recept (who trained her)in our smaller office went on vacation for 2 weeks. We are an imaging center; that office does one type of exam. I asked JB to go to that office each day to see how KH was doing,if she needed help. She did.
KH then came to our larger facility to train with JB. When I asked how she was doing, I was told she was taking a longer time to train than most. She was a good person and lead, so we gave her more leeway. At one point, (3 months later?)my two other leads both came to me relaying considerable frustrations with KH's work. KH's errors affect their dept and cause addtional work. I told them to give her more time. I had a mtg w/the 3 of them, so the 2 could help KH learn the connection between their dept. She has continued to struggle; we do not feel she is ever going to get it. It finally came down to me talking to her and giving her 30 days to improve, knowing that she probably wouldn't, but allowing her the chance. The problem is she does not understand that she doesn't get it. She continues to ask the other recpt the same questions and says she was never told. I talked to KH the next day at her request, and what came of it was the decision to give her the time she needed to look for another job.
I feel terrible, of course, but I can't continue to keep someone who isn't learning their job. I gave her a lot of time before seriously talking with her because she has so many good qualities. I wanted to give her plenty of time. If I could do it again, I would have talked to her sooner. (Prior, I had only spoken to her a few times; no documention). I do not work with her at the front desk so don't see her deficiencies; I have to ask others, which I did frequently. Not everyone gave me negative feedback, but then again, other staff don't like doing this. JB was willing to give her more time,as well. Now, co-workers are experiencing continued frustration without much hope of her changing, consequently, the severe action.
Please tell me what I could have done better; I need to learn from this one.
Comments
Good idea - I'll make this a priority and try to implement it with the next new hire. Thanks. Sandi
I recommend you call it quits, and start all over, begining with the development of a job description with specific job task that the ee must master within a given amount of time. When the sun sets, pull the switch and she will have risen to your level of expectations or she will have mastered her way out the door, while greeting her replacement coming in the door. And' by the way, I would not put "me" in the chain of command unless she is to work for me. If she is to work for me then there will be no one smarter about how to do the job than me. If you can not rise to that challenge, then step aside and let someone else hold the reins on this position. Good Luck, Pork