in
Forums
How do you fire someone when you discover that they lack the skills needed for the job. The issue i'm having pertains to critical thinking and analysis skills both of which are tough to evaluate during a basic interview or even 2 for the same candidate. I have a direct who looks great on paper and interviewed well (soft skills) but i've determined over their first year on the job that they simply lack the inate ability to solve even moderatetly complex problems without continuous hand holding or involvement by other team members. I have had several feedback conversations with this person about being more detail oriented and focused but i'm convinced that they just are not a good match. At this point I shy away from assigning them projects since our clients are demanding and unforgiving. However whenever i speak to HR about what to do they direct me to documenting missed deadlines and\or negative customer feedback as a measure. Can't I just say to this person "it's just not working out" or " "you should start looking for a new job"?
Podcast on not firing someone
There is a cast (February 2006!) on how not to fire someone. The start is to give feedback on behavior. And, no, "when you lack the inate ability to solve even moderately complex problems" is not an observation of behavior....
The cast: http://www.manager-tools.com/2006/02/how-to-fire-someone-well-almost
I think that using a behavioral interview you should be able to catch this problem!
Behaviour through the work product
You are inferring that your direct report does not have skill. Are you being clear about the expected work product from the direct. This entails defining the work product, its quality specification and its frequency or due date. You can measure performance against this and provide specific feedback in relation to failure, or success, against the deliverable. This output becomes their work product and therefore their behavior. If the behavior is not meeting expectations and you have follwed the guidelines from the podcast referred to by RWWH, then you can consider the final step.
The point your HR team is making is very valid though. It is important for you to have the data (work output, missed deadlines, correcting feedback given, etc.) in order to substantiate your case. Simply believing or inferring that your direct is not skilled is not enough in and of itself.
Are you having One on Ones with this Direct? If so, what is there side of the story?
Frankie
The issue is that the main
The issue is that the main role of my directs is to solve software support problems and since the situaions are variable by nature it is difficult to ouline clear expectations. I do outline this in one on ones as well as reiterating thier job descriptions. However I always think that the fact hat i'm even having the converstation with them about basic problem solving skills points to a serious lack of a core skill for thier position. Where do you go from there? I feel like i'm discussing my expections for uncloging a drain with my plumber when i hired them based on the fact that they fixed a leaking faucet.
The issue is that the main
The issue is that the main role of my directs is to solve software support problems and since the situaions are variable by nature it is difficult to ouline clear expectations. I do outline this in one on ones as well as reiterating thier job descriptions. However I always think that the fact hat i'm even having the converstation with them about basic problem solving skills points to a serious lack of a core skill for thier position. Where do you go from there? I feel like i'm discussing my expections for uncloging a drain with my plumber when i hired them based on the fact that they fixed a leaking faucet.
The issue is that the main
The issue is that the main role of my directs is to solve software support problems and since the situaions are variable by nature it is difficult to ouline clear expectations. I do outline this in one on ones as well as reiterating thier job descriptions. However I always think that the fact hat i'm even having the converstation with them about basic problem solving skills points to a serious lack of a core skill for thier position. Where do you go from there? I feel like i'm discussing my expections for uncloging a drain with my plumber when i hired them based on the fact that they fixed a leaking faucet.
The issue is that the main
The issue is that the main role of my directs is to solve software support problems and since the situaions are variable by nature it is difficult to ouline clear expectations. I do outline this in one on ones as well as reiterating thier job descriptions. However I always think that the fact hat i'm even having the converstation with them about basic problem solving skills points to a serious lack of a core skill for thier position. Where do you go from there? I feel like i'm discussing my expections for uncloging a drain with my plumber when i hired them based on the fact that they fixed a leaking faucet.
The issue is that the main
The issue is that the main role of my directs is to solve software support problems and since the situaions are variable by nature it is difficult to ouline clear expectations. I do outline this in one on ones as well as reiterating thier job descriptions. However I always think that the fact hat i'm even having the converstation with them about basic problem solving skills points to a serious lack of a core skill for thier position. Where do you go from there? I feel like i'm discussing my expections for uncloging a drain with my plumber when i hired them based on the fact that they fixed a leaking faucet.
There are ways
Problem solving can be taught, and there are processes to follow (binary question trees, for example - remember the game "20 questions" ?)
Software support teams have metrics in many organizations. (the podcast series on goals provides both the background and lots of examples: http://www.manager-tools.com/2007/12/how-to-set-annual-goals-part-1-of-3 )
Do they have support guidelines that provide playbooks for solving your most common issues? Is there an escalation procedure for the more intractable problems? Do you have training programs for the support team?
To quote others here, "when you have a problem, you should seek its cause in ever-larger concentric circles around your own desk."
John Hack
Mapletree, Do you track
Mapletree,
Do you track metrics for
- Number of issues solved
- Average time to solve issues
There will naturally be lots of variability between individual issues, and it might be worth it to track the median, or take out the outliers.
Once you get these metrics in place, one of two things will happen:
- The problem employee will focus on easily and quickly solved issues. This will free up your other directs to tackle the hard problems. Problem employee is now effectively providing value to your group!
- The problem employee will consistently score low, and you have quantitative evidence to fire him.
***I only recommend this in conjunction with coaching and feedback.
--Rich
Our organization has high
Our organization has high level metrics regarding the number of tickets closed wihin a specified time but this is only calculated at the department level rather than the individual level. Also when push comes to shove and you try to bring the outliers to a directs attention they always have excuses. Even my 'good' people who have demonstrated thier worth in other ways have stories about why issues are taking long to resolve. The other caveat is that I can't assign issues or projects to the underperforming direct if it has any sort of importance or priority. Therefore their workflow is further skewed making it more difficult to gather data. Also my organization is not mature enough yet to have specifc guidlines or playbooks, training materials for software support which makes my job even more difficult since i feel like i'm making things up as i go along but then can't hold everyone to documented standards and expectations.
Circle back....
Circle back to what Rob (rwwh) suggested: review the late stage coaching model and document your specific feedback on issues/projects that are resolved successfully (or not) by this direct.
You do not have to make it up as you go! MT provides specific guidance in such matters. Good luck.
Two Opportunities I see
Mapletrre,
I see two opportunities for you to get more specific with this and other directs:
the second step may appear onerous, but remember that the time required to dismiss this employee fairly and replace he\she is likely quite long. An investment in time now by you and or one of your best people may save this direct and get you better results.
If it does not work out with the direct, then you will built a file with solid data about their performance.
Frakie
Coaching Part 1
Mapletree,
Can you give us some information on how you have been coaching this employee? In your post you talk about feedback, and that's great. Can you tell us how this employee performed when you started coaching this direct? Did you and the direct come up with resources and develop an action contract??
Listen to the coaching casts again, and start over with this direct. Have the direct listen to the casts as well, let the DR know that you are on their side, and you are doing this to help them succeed.
Good Luck and please fill us in as you go.
JHBChina
Excuses do not count
You write "they always have excuses". Well, in the feedback model excuses are irrelevant. "When you do X, here is what happens: Y. What can you do differently". If the direct responds with a defense "Yabbit, I just ..... and then .... so in effect it is not really directly my fault". You answer "Sure, I appreciate that. And what can you do differently next time?"
Are you using feedback?