Working Mammas, How Would You Handlle This?

[monkeybum]

I manage 4 staff. After significant downsizing, everyone is left to do a lot of additional work. However, all of my staff are underperformers, but due to internal policies (that make no sense to me) I am not able to replace these staff so I'm stuck with them. But I am having an impossible time managing them.

Employee #1 - not 100% competent skill wise, but learns fast, positive and tries hard, but seems to see me as her equal rather than her boss, constantly tries to delegate "up" to me, refuses to do certain things b/c she says it's my job, just let's things drop that have to get done, but she is managing a huge volume of work and many of the things she's letting drop, I have to pick up or they won't get done.

Employee #2 - reports to EE#1, very negative, yells at me and her Mgr regularly, refuses to "share" processes, (EE#1 and I are fairly new), manages a HUGE volume of work, but refuses to help with process improvements to make her job more efficient, says she does not have time.

Employee #3 - almost identical to EE#2, but plays more of the "that's not my job" when her Mgr asks her to do things.

Employee #4 - snippy, rude, doesn't do what is asked, great one minute, makes terrible mistakes the next. Complains constantly that her job is way more than she was hired to do.

I've pleaded and begged my boss to get me more staff, and I've explored extensively with HR how I can either transition these employees elsewhere or replace them, neither is possible.

I'm expected to manage this department with these impossible people. How would you motivate them, how would you get them to start being "team players"? Also, my boss canvasses them yearly as part of my performance review and they say they are very unhappy (which reflect on my performance review). I have tried inviting them for coffee (or even 15 minute meetings) to brainstorm about how to make things better, but they don't bother to show up, I buy them Christmas gifts, I make a big deal at their birthdays, I try to show regular appreciation when they do something good, I invite the team out to lunch (they decline). I have tried to work with them to help make their jobs better and more efficient but they don't want to hear my suggestions, and they refuse to come up solutions of their own (they say it's not their job). I feel like it's impossible!

Help! Any suggestions? How do you win over a miserable team and get everyone playing on the same team?

[Qestia]

Just some random thoughts, and I admit I've never had to manage staff (thank goodness) but I think you have to stop being so nice. I think it's making them not take you very seriously. You're not their friend: there's no reason for you to celebrate birthdays or holidays.

How much gossip is going on? It's been my experience that negative people feed into each other. If so you have to stop that, stat. Can you physically separate them from each other? Or make it so you are always visible to them?

Finally: who cares if they're unhappy? Their unhappiness may be your best tool.You may not be able to fire them, but perhaps if they're unhappy enouigh they will quit.

[Magistra]

Is there a way to reinterpret/redefine their job roles so that brainstorming and making suggestions about ways to improve the situation are part of their responsibilities? This seems like something that could come from higher up too, maybe cast along the lines of "this is a difficult time, we appreciate your help in picking up the slack, things aren't going to change for a while, so we need you to take a role in finding where we can make adjustments to make this work." If there have been that many layoffs in your company, I have to imagine that this is needed in more places than your own group.

[lolar2]

It sounds as though one part of the problem is that Employee #1 is managing Employee #2, and either #1 isn't doing well at it or #2 is simply impossible or both. I wonder if there is any way to kind of separate them for a while and see if that helps. No ideas about #3 and #4 though.

[Carita]

seems to me like most of the problem is that no one wats to take up more resposibility than they really signed up for - not that I can blame them

Can you re-type up their job description, make them resign their cotract that states their new responsibilities? Something along these lines so that they know what things are their job and what they are responsible for, and then if they don't like it, they can leave?

[_ktg_]

I second Carita's suggestion as it sounds like everyone needs a re-visit to the JDs and the expectations of work/responsibilities laid out in them. Be patient as this is a long process, but in the end it will weed out those folks and allow you to bring on people you want.

I'm concerned about Employee #1 as she is a pivot point between you the others if I understand the structure correctly. I think this might be a key person for you to adjust her thinking of herself, develop and empower as it sounds like perhaps some of her issues are not feeling comfortable or having the tools to manage these wonderfully unique individuals within the team.

Is it possible for you to mentor employee #1 in developing better supervisory skills? This is the one area I find lacking everywhere I work, people get promoted but then never trained on how to be effective managers/supervisors.

[_ktg_]

Originally Posted by Qestia

Just some random thoughts, and I admit I've never had to manage staff (thank goodness) but I think you have to stop being so nice. I think it's making them not take you very seriously. You're not their friend: there's no reason for you to celebrate birthdays or holidays.

How much gossip is going on? It's been my experience that negative people feed into each other. If so you have to stop that, stat. Can you physically separate them from each other? Or make it so you are always visible to them?

Finally: who cares if they're unhappy? Their unhappiness may be your best tool.You may not be able to fire them, but perhaps if they're unhappy enouigh they will quit.

I am going to have to disagree with some of what you've suggested. You can be nice and be a leader. People appreciate being recognized for the efforts or just in general that they are human beings, so if it's their birthday, work/hire anniversary or just saying thank you can make a huge difference to employees. When you don't provide this, folks begin to often feel underappreciated, unvalued, or like "cogs in the machine" and then the negative thoughts & attitudes happen and often fester.

[almadianna]

I have managed quite a few people and yes it is possible to be nice and be a leader but there is a point where being nice wont cut it. These people are being insubordinate and that is making your life miserable.

OP: If you have tried being nice and if you have gotten no response then I think that I would say the same, "who cares if they are unhappy". First do go over their duties, write them out and sit with each of them individually. At the same time go over where they are lacking, making sure that you also note where they are NOT lacking. This doesnt need to turn into a bash session. Make sure there is another neutral third party there as well, possibly HR or your own manager.

After going through the duties ask them if they have any questions on any of them, then if they object to any of them. If so, why? Answer as best as you can and try to get to the bottom of the situation. If they feel overworked then let them know that their feelings are valid but that because of the circumstances you are ALL overworked. Sympathize.

After these meetings they have no excuse and you can remind them of the meeting if they refuse work later on. If they make mistakes do point them out and take note of them, ask them why the mistake happened... simple clerical errors? refusal to check your work? etc.? try to get to the bottom of it.

If your sincere efforts dont work then just keep harping on errors and taking notes of their actions until they leave/you are allowed to replace them/they shape up.

One of those three will happen eventually.

ETA- and this sounds like a real morale problem. The main way I have fixed these is be bringing in something new. Maybe as simple as a new coffee machine? Maybe fruit on Tuesdays? Baked goods in Fridays? A new casual tuesday? Who knows... but I will say that sometimes morale problems cannot be fixed and people just need to be removed.

[pranamama]

how many people did the jobs that 4 people are doing now? Sometimes the workload is not workable, either more mistakes will happen, workers will have to skip breaks and lunches, work "off the clock" or they put in their time and consider the rest someone elses problem. did they lay off all the hard workers LOL

[doubledutch]

Originally Posted by monkeybum

Employee #1 - not 100% competent skill wise, but learns fast, positive and tries hard, but seems to see me as her equal rather than her boss, constantly tries to delegate "up" to me, refuses to do certain things b/c she says it's my job, just let's things drop that have to get done, but she is managing a huge volume of work and many of the things she's letting drop, I have to pick up or they won't get done.

Employee #2 - reports to EE#1, very negative, yells at me and her Mgr regularly, refuses to "share" processes, (EE#1 and I are fairly new), manages a HUGE volume of work, but refuses to help with process improvements to make her job more efficient, says she does not have time.

Employee #3 - almost identical to EE#2, but plays more of the "that's not my job" when her Mgr asks her to do things.

Employee #4 - snippy, rude, doesn't do what is asked, great one minute, makes terrible mistakes the next. Complains constantly that her job is way more than she was hired to do.

#1 she can't delegate to you without your consent. you certainly can be "nice" in terms of going out of your way to show your appreciation for your employees and offering them perks like an occasional treat or something fun for your department. that does not conflict in any way with being clear and firm. if you give her a task and a deadline, and it doesn't get done, hold her accountable. even though you say you can't replace these people, there has to be a process. like - after so many documented problems, they're gone. so allow her to choose to screw up, and document it.

#2 you, her & hr. yelling is unacceptable. she needs to stop. document it. document it the next time she does it. warn her that she's in danger of losing her job. tell her you don't want to see that happen because your team needs her knowledge and expertise - but you also need her cooperation. she has got to divulge whatever knowledge she is hoarding about these processes. ideally, in a series of departmental meetings where you guys brainstorm about each process in an effort to streamline since you're all overloaded.

#3 it is her job now. ita with the suggestion to redefine job duties. i also think it's a good idea to sit everyone down and say, "we're a team. i don't want to hear the phrase 'not my job' ever again."

#4 again, with hr, explain exactly which specific behaviors are unacceptable and which work has been unacceptable. affirm that you know she is capable of producing quality work and you want to see her consistently doing so, without the attitude.

no matter what wacky policies you have, they must allow a way for you to tell your employees that their behavior and/or the quality and/or quantity of work must improve, and if it doesn't, they will no longer have a job. you don't have to be "mean" but you do have to be clear and firm, while also communicating what you do want to see from them and what you do appreciate. because ultimately, you probably don't want to lose these employees. you want to motivate them to do good work. that won't be easy, but imo neither is the ordeal of replacing them.

[GoestoShow]

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Edited by GoestoShow - 1/6/11 at 8:34am

[_ktg_]

almadianna - you said what I wanted to say beautifully, in terms of striking a balance between being nice, but firm to ensure everyone is carrying out their responsibilities.

[siobhang]

Originally Posted by monkeybum

.

Employee #1 - ... constantly tries to delegate "up" to me, refuses to do certain things b/c she says it's my job, just let's things drop that have to get done, but she is managing a huge volume of work and many of the things she's letting drop, I have to pick up or they won't get done.

Employee #2 - ... very negative, yells at me and her Mgr regularly, refuses to "share" processes, (EE#1 and I are fairly new), manages a HUGE volume of work, but refuses to help with process improvements to make her job more efficient, says she does not have time.

Employee #3 - almost identical to EE#2, but plays more of the "that's not my job" when her Mgr asks her to do things.

Employee #4 - snippy, rude, doesn't do what is asked, great one minute, makes terrible mistakes the next. Complains constantly that her job is way more than she was hired to do.

[snip]

I have tried inviting them for coffee (or even 15 minute meetings) to brainstorm about how to make things better, but they don't bother to show up,

[snip]

Help! Any suggestions? How do you win over a miserable team and get everyone playing on the same team?

I quoted the above because i wanted to highlight how you are letting your team defy the authority vested in you by your company. Your company gave you the authority to tell these people what to do. So by not enforcing your authority, you are not performing as expected by your company.

First of all, they are totally insubordinate and need to have the fear of god put in them. You are their boss. We are in a recession. There are a thousand people for every job application these days.

Yes, you cannot get rid of them just like that, but a. they shouldn't know that and b. you need some sort of stick to threaten them with. The carrots are not working. Speak with your superior and HR about how to enforce your authority and make sure they have your back, and remember you can do a lot just with attitude.

I manage 13 people and sometimes you have to lay down the line to say that they are not doing a good enough job. I had to fire someone last year for under-performance. It was hard, I really like her as a person, but she was not doing a good enough job. She was jeopardizing a client relationship.

What may help in laying down the line is to put this authority into the perspective of performance for your group/department/company. A business is judged on whether it makes money. If it doesn't make money, the business will fail. If you make it clear to your team that these judgments are not subjective but based on hard facts (if we don't perform better, we will be in the next round of layoffs or the company will go under, etc), it makes it a lot harder to argue and easier for you to be hard nosed about it all.

What helps is as PPs mentioned, review and refine job descriptions, performance goals (personal and department wide), the organization structure, process structure, etc. You can either require your employees to participate or make it optional. If you require it, make sure they know what the consequences are for not doing a good job, having a good attitude, and being fully present. If you invite your employees to participate, inform them that a. not participating is dangerous because your word is final and without their input, they won't be represented and b. not participating will be seen as evidence of a bad attitude.

Performance goals should be concrete, achievable, and measurable. If those goals are met or surpassed, everyone should see a benefit (talk to HR about appropriate rewards, from spot bonuses to time off, etc).

Mandatory mentoring meetings - 1 hour a month, 15 minutes a week, etc, are also a good idea. These are NOT optional. During my mentoring meetings, anything can be discussed - personal issues, work issues, professional development, etc. we talk thru how we can make their work easier and help them progress in their career, etc.

Mandatory lunches out are good for morale and team sharing. We also do quarterly retreats where one day a quarter we meet as a team to focus on how we operate and get everyone's input on how to make things work better. we usually hire a facilitator to help us organize them.

I think if you can create a "we swim or sink together" mentality, you can get a lot of buy in to the improvements you want to make. But the first thing is to set your authority as the boss. You are the boss. Act like it.