About 6 months ago, I inherited a poor performer that had been recently hired into the company. At the time, his previous manager (a peer and good friend of mine) had cautioned that he was having a difficult time adjusting to the new culture and jumping into a project already well in motion. For the first month or so, I cut him some slack and tried to help him get up to speed through O3's, feedback, coaching, and extra attention to his work. It soon became clear that it was not just "coming up to speed" that was the problem, but that he has several areas of weakness (or complete blank canvas) in skills that should be a slam dunk for the level in which he was hired. (In other words, he was hired WAAAY above where he can currently operate. I have other directs 2-3 levels lower that can run circles around him in the same types of projects/tasks/etc). We have an impromptu performance evaluation process that is used in mid-year promotions or for poor performance. I went through that process with him, and he seems to understand that he's operating below his level and says all the right things regarding desire to improve, etc. He generally has a good attitude and demeanor.
And yet, though there has been improvement, it's incredibly slow and requires A LOT of personal attention from me and his mentor. He seems to lack a fundamental competency in several areas that are imperative for good performance in the role (or any professional role) -- taking ownership, strategic planning, seeing the big picture, communicating effectively, providing factual information, general task management for self, taking notes, calendar management, etc. He does have strengths - he's very good at highly defined, highly technical topics, and building relationships with maintenance personnel. He enjoys operating in those scope limited, highly technical areas. He's a high C to the maximum.
So after that long story - any advice for what I should do going forward? I don't have the time, nor is it fair to my high performing DR's, to do the hand holding that appears to be required to keep getting performance improvement out of him. Any advice is appreciated! -Cal