I've been managing a team for nearly a year now.  The supervisor who reports to me has an employee, who believes they were hired to do one thing and not some of the other items we've required.  I've informed this individual that in our job reqs it states and "other duties as specified", but they will not take on any new activities and vehemently complain if they are not giving a certain amount of training.  At the end of the day, I feel I'm stuck with this individual and no clear course of action to get them to do the things I require.

I've asked the supervisor to put this person on a performance plan, but the supervisor is reluctant to take this step. 

Any advice on how to handle this type of situation?


TomW's picture
Training Badge

Just to make sure I've got this right, this person works for someone who works for you. Is that right?

If that's the case, you have one person to work on and not the one you think. You need to make it clear to your direct that it's not a request. This person needs to turn their act around now. Once delegated, it's your direct's problem. If your direct cannot handle it, then you move on to systemic feedback, some coaching, and then if all else fails, you replace the person working for you. If this person is a supervisor, part of their job is to handle stuff like this.

jhack's picture

Why do you care if your skip (a direct of your direct) will or won't do something?  You've asked your direct (the supervisor) for a certain level of performance and output.  Either the supervisor is getting that done or not.  That should be your primary focus.  

Maybe the supervisor isn't putting this person on an plan because the team is hitting all its goals. 

OK, I'm being a bit polemical.  To Tom's point, though, the supervisor is your bigger problem.  In your one-on-ones with the supervisor, you need to give feedback, and perhaps coach them, on how to deal with situation. 

John Hack