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by rmattern

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I am fairly new to management and do not have any training in this field. I have 3 employees who I am responsible for. With each of them having their own jobs to be done. If one is off we all pitch together to help one another out to get the jobs done. I usually resume the bulk of the work load when one is off. The problem is that my computer operator is continuing making errors. They are repeatly the same mistakes over and over I have warned her about this problem and even whent to the extremes of giving her 5 days of verbal warning, and informed her that if this matter is not corrected she will receive written warning and if this continues will loose her job. My problem is I know I can not afford to loose this employee, I have spent to much time into training. We are looking at doing a full conversion on our core porcessing system this year also. So if I do fire her I know I will not have a moment or any vacation myself. But if I keep her how do I get my employee to realize she can not continue to be making the same mistakes, without making myself look like I am letting her off the hook?

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by dr.debugger

You remind me of the fisherman in a small boat who discovers two holes on either side of the boat. So he plugged the holes with the index finger on each hand. That?s about the time when the little bell at the end of the fishing pole began to jingle. The choice is to pull out one hand to catch the fish and let the boat sink, or let the fish dine on the bate at the end of the line. In other words its time to fish or cut bate J If your operator can?t figure out a way to prevent repeating the mistake and you can?t automate the task then its time to ?reposition? her. That would be a new position on your team or out the door. It doesn?t matter how much time, money and effort you?ve invested. If the end product fails to perform then you need to cut your losses before your boss decides to cut theirs. Who knows, you might find a replacement that works twice as fast and with 99% accuracy.

by uncle_alien

Welcome to world of management. This is the type of challenge that you are being paid to solve. If you end up losing some sleep, vacation, or if you have to spend an extra weekend at work when you didn't want to just remember, you could have turned the promotion down. On the lighter side, the sooner you replace this person, as this seems to be inevitable, the sooner you start down the path to recover. It is always pay now or pay me later, you decide, your the manager.

by dortress

While I agree with the other posters, I'm going to add a slightly different spin: What have you done to help her correct her problems, aside from telling her she has them and needs to correct them?

While I'm a firm believer in "fish or cut bait", I first subscribe to the mgmt tenant that says my subordinate's problems are *mine* to solve.

When I've had issues with subordinates, I usually go through several stages:

1. Mild corrections/training - "We may have gone over this before, but I've noticed some reoccuring problems. If I haven't already, let me show you again."
2. Documentation - "I notice we're still having problems. We'll go through it one last time and you'll document what the process is, submit it to me for the department to learn from and commit to doing it in the future."
3. Transferance of Problem Ownership/Warning 1 - "There are still problems. We've already done X, Y and Z. Why are there still difficulties in implementing the solution? Are there other resources you need? *You* need to supply me with a plan to address the problem, by X date, and deliver. If not, it's escalated."

From this point, I follow the escalation steps all managers recommend.

My point being: I don't think managers can adequately manage subordinates until they recognize that their worker's problems are first theirs. I owe it to myself as a good manager to first help them do their job and then, if they haven't risen to meet the offered hand, "fish orcut bait." It takes longer, but when it works, you end up with smarter, more dedicated and loyal people. Believe me, they know when you've thrown them a lifeline and they appreciate it.

by pdavies

Again welcome to Management. All good advice you have been given expecially from Dotress. Your success as a manager is dependant on the success of your employees. If you want to be a successful manager go out of your way to make your employees successful. Nothing is more satisfying than developing your charges into good corporate and community citizens. Accept the fact that you can only do your best with what you inherit as employees and don't be too hasty to divest yourself of experience. Alsoremember your most productive employees are normally the hardest to manage because they use their creativity to bend the rules. If someone is making repetitive mistakes make sure they understand that it is really a grave error and describe to them how it affects the business overall. Once they see the big picture and are sure that you are not just picking on them because you are the manager it will be easier to take remedial action. Has the person you are referring been assured that you are simply wanting to make their work and yours easier by them not having to re do a lot of their work and you not having to over supervise them. Intimidating them with warnings will make them dig in and resist you and is usually the first step in a long term dismissal/resignation. This person is obviously a valuable employee have they been told that and reassured their work is vital to the success of the organisation? Ask the employee what you need to provide to them for these repeated incidences to diminish and even cease, document that and provide it, monitor it over an agreed period and then you will have enough information to make a rational decision on that persons value to the organisation. If you decide that it is better for BOTH of you to part company do it immediately without hesitation. If you are firing a person for the right reasons you will be getting them out of what is normally a pretty miserable and depress

by yankeetom

To give you another spin on the "fish or cut bait" advice, with the role of management comes the responsibility of making decisions -- for your organization and for your staff. You will need to be decisive. Sometimes, you will not always make theright decision and this is all part of the learning process in management.

Good luck.

by dlreazor

just follow dortress advice...
also remember one other thing, your new at this and you will make mistakes, just learn from them

by davidnesbit

Suggestion is that you carefully consider the excellent advice in preceding posts as well as think about putting on a "contract resource" to help you with the forthcoming core system conversion activity..

When discussing work performance issues with your staff member you could also state that the contractor was needed to help overcome the current QA/QC problems and need for rework.. which provides good reinforcement to your message that current performance is untenable.

Also, depending onyour arrangement with the contractor's Hire Agency you may be able to use this as an effective way of looking at potential replacement employee too..

Good Luck.
Dcn

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