Am I being too harsh?
Discussion
My 2p....
If you are her senior or have been delegated to look after her, this could look bad on you too.
May I suggest that you try a more proactive approach to monitoring her work?..hopefully, this will set up the correct links in her mind that she comes to you for help (we all need it every now and then), will show that you mean business and will also set up a good work routine for her. Frequency of meetings to be decided on your view of her competency.
Coanda
If you are her senior or have been delegated to look after her, this could look bad on you too.
May I suggest that you try a more proactive approach to monitoring her work?..hopefully, this will set up the correct links in her mind that she comes to you for help (we all need it every now and then), will show that you mean business and will also set up a good work routine for her. Frequency of meetings to be decided on your view of her competency.
Coanda
Jock Strap said:
coanda said:
If you are her senior or have been delegated to look after her, this could look bad on you too.
Coanda
That did cross my mind!Coanda
coanda said:
May I suggest that you try a more proactive approach to monitoring her work?..
Coanda
Any suggestions as to how I would go about his. To be honest I've been a bit thrown in the deep end, given the job of 'showing her the ropes' but having never been in any manegerial position am not sure where I'd start.Coanda
Can I ask if the phrase "Would you like fries with that?" is something you are going to be comfortable saying a few hundred times a day?
Well if she's your responsibility & you've tried a few sessions talking to her directly & specifically about it I'd suggest a PIP (performance improvement plan) where you specifically outline targets for her to achieve & metrics for how you can both tell they have been (or not). It also outlines how you (& your company) will support her in raising her game. It may take the form of daily\weekly\monthly meetings but ultimately it will demonstrate you've tried to support her & have followed due process should you need to get rid.
Personally, I'd take time out to go somewhere quiet & run through any problems she might be having, build a rapport & start communicating. I find it hard to believe it's 100% her fault, it's normally a bit of both & will help you just as much to get over this hurdle- both in terms of getting things done & in managing people if this is your first time in anger.
just my 2p though, there's many ways to skin a cat.
Personally, I'd take time out to go somewhere quiet & run through any problems she might be having, build a rapport & start communicating. I find it hard to believe it's 100% her fault, it's normally a bit of both & will help you just as much to get over this hurdle- both in terms of getting things done & in managing people if this is your first time in anger.
just my 2p though, there's many ways to skin a cat.
It's difficult to advise without knowing the personalities and knowing at what level you are both working but to me your email gives me negative feelings about you and your ability to work with others.
The common answer to "why don't you come to me?" is "because you brush me off or you explain things badly or you're rude and ignorant" or a similar response. It often says much more about the more senior person than the junior person. Those comments of yours would make me wonder about your ability to lead.
As said, mentoring isn't high level, it's a very basic skill that I would expect to see in those even in a low level of employment. TBH, it's something you can see in secondary school children. At my firm, even the junior secretaries are expected to mentor the next new starter that comes in after them.
Your comments about not knowing why she was hired would make me think you were just raising problems to prove that you were right in not wanting to hire her (or anyone?). I would drop all of those comments if you want to be taken seriously.
Also you saying that you "lost your way" or whatever you say about something you are running, again, this seems to reflect poorly on you rather than her. It may just be that you have phrased it badly but it leaves me with the feeling that coupled with your comments about her asking others and not you, that you are not able to communicate and that you are the problem rather than her.
Do you have a local line manager? Who supervises you on a day to day basis? You need to make sure that you are being approachable to your colleague and to be available to talk through issues that she may have. If she still continues to operate in a way that you believe is inappropriate then raise it face to face or by phone with your line manager.
I really wouldn't send that email!
As said though, it's difficult to advise without full details but that's my gut feel on reading your email.
The common answer to "why don't you come to me?" is "because you brush me off or you explain things badly or you're rude and ignorant" or a similar response. It often says much more about the more senior person than the junior person. Those comments of yours would make me wonder about your ability to lead.
As said, mentoring isn't high level, it's a very basic skill that I would expect to see in those even in a low level of employment. TBH, it's something you can see in secondary school children. At my firm, even the junior secretaries are expected to mentor the next new starter that comes in after them.
Your comments about not knowing why she was hired would make me think you were just raising problems to prove that you were right in not wanting to hire her (or anyone?). I would drop all of those comments if you want to be taken seriously.
Also you saying that you "lost your way" or whatever you say about something you are running, again, this seems to reflect poorly on you rather than her. It may just be that you have phrased it badly but it leaves me with the feeling that coupled with your comments about her asking others and not you, that you are not able to communicate and that you are the problem rather than her.
Do you have a local line manager? Who supervises you on a day to day basis? You need to make sure that you are being approachable to your colleague and to be available to talk through issues that she may have. If she still continues to operate in a way that you believe is inappropriate then raise it face to face or by phone with your line manager.
I really wouldn't send that email!
As said though, it's difficult to advise without full details but that's my gut feel on reading your email.
fade2grey said:
Well if she's your responsibility & you've tried a few sessions talking to her directly & specifically about it I'd suggest a PIP (performance improvement plan) where you specifically outline targets for her to achieve & metrics for how you can both tell they have been (or not). It also outlines how you (& your company) will support her in raising her game. It may take the form of daily\weekly\monthly meetings but ultimately it will demonstrate you've tried to support her & have followed due process should you need to get rid.
Personally, I'd take time out to go somewhere quiet & run through any problems she might be having, build a rapport & start communicating. I find it hard to believe it's 100% her fault, it's normally a bit of both & will help you just as much to get over this hurdle- both in terms of getting things done & in managing people if this is your first time in anger.
just my 2p though, there's many ways to skin a cat.
+1Personally, I'd take time out to go somewhere quiet & run through any problems she might be having, build a rapport & start communicating. I find it hard to believe it's 100% her fault, it's normally a bit of both & will help you just as much to get over this hurdle- both in terms of getting things done & in managing people if this is your first time in anger.
just my 2p though, there's many ways to skin a cat.
If you haven't mentored before you could ask if you could see if there are any training courses you could do - I don't believe mentoring as a skill comes naturally to everyone, and I think its a skill to know when you are giving her adequate attention without being overbearing. It could be the case that she's just using her initiative and hasn't got into the habit (or been told that) questions come to you....
Sounds like a development opportunity for both of you?
Jock Strap said:
Any suggestions as to how I would go about his. To be honest I've been a bit thrown in the deep end, given the job of 'showing her the ropes' but having never been in any manegerial position am not sure where I'd start.
Weekly status meetings. PM me an addy and I'll sort out an MSWord template.She has to maintain the Status Report, which covers all projects, and records all actions, responsibilities and due dates.
It's one of the most effective management tools I've ever used. Just preparing the report forces you to think about what you're doing and structure your work. You get to see what (she thinks) she's doing, how well structured she is, and dip in with advice, assistance, and picking up specific jobs.
Done well, the report can be run through in 10-30 minutes. It will both give you the opportunity to properly monitor/mentor her, spot more problems before they spiral out of control, build the relationship (if possible), and worst case give you a tool with which to b
k her.Piglet said:
The common answer to "why don't you come to me?" is "because you brush me off or you explain things badly or you're rude and ignorant" or a similar response. It often says much more about the more senior person than the junior person. Those comments of yours would make me wonder about your ability to lead.
That's exactly what I thought. I started a new job two and half months ago in a small company with two managers and two technicians. My job is doing all the admin and book-keeping and I answer directly to manager A. My first challenge was to sort out all the accounts, which hadn't been done properly for a year, but when I have asked him questions his answers are practically monosyllabic and I'm only given half the information. This has entailed me wasting hours to try and find the details I need, and eventually, after asking two or three more times, I've had to ask my work colleagues who have been very helpful. Now, I only ask my direct manager a question if I absolutely have to, I tend to converse with manager B, who explains things fully so I understand the history necessary to find the right answers and he shows me where to find the information so I don't need to ask him next time.
Maybe you should look at your own responses to her questions before completely blaming her for the situation.
Edited by Mrs Trackside on Thursday 11th September 16:59
If you have never managed anyone before you need training/support on how to do it properly. Either ask your line manager or your HR team for support - that's what they are for.
You may also want to discuss with your line manager what his/her expectations were insofar as how the new employee would contribute to the team and what roles and responsibilities they were identified to take on.
You may also want to discuss with your line manager what his/her expectations were insofar as how the new employee would contribute to the team and what roles and responsibilities they were identified to take on.
Jock Strap said:
V8mate said:
If you have never managed anyone before you need training/support on how to do it properly.
This could be the a problem, there is no training or support within my companyV8mate said:
Either ask your line manager or your HR team for support - that's what they are for.
Not one of them eitherSet up a training file, have all training documented and signed for so it is clear they understand the processes and what to do. If they continue to not follow it then you have a case to get rid after following correct disciplinary procedures.
If they do come into line then your input will be recognised.
If they do come into line then your input will be recognised.
It's amazing how much of what you take for granted as being "obvious" knowledge is only obvious once you've been somewhere for a while. If you're a small organisation with fairly stable long-standing staff base then you'll probably find that everyone else knows most of what they need to know so rarely ask questions.
An entirely new start is a totally different kettle of fish.
I used to work in audit, and one of the most common questions was the "hit by a bus" one.
What happens if a key individual in an area gets hit by a bus?
The driver behind (not the bus driver) it is that you should really try and document as much as possible where practical. (The brain is a fairly powerful database, so you can't expect everything to get down on paper).
Where you state you've got a client's mobile and direct dial, is that because only you are meant to contact them? Or is it because you know your company contact that individual on a regular basis and having contact numbers is essential? If it is, what happens when you are on hol or off sick?
Get a contacts list drawn up, and either save it in a shared area or e-mail it round when updated.
The same goes for processes. Despite many things being obvious once you've been somewhere for 6 months or so, they aren't when you walk in the door. Getting a how to, or what not to do down on paper is helpful.
Also saying there isn't enough work, and then saying she contacts people in the evenings or at weekends seems totally contradictory. What the hell is she doing working evenings and weekends if you guys aren't busy? And it does at least show she's trying.
Final point is that a wee list of who knows what is helpful. If there's one person that sorts out the stationery order, then get it noted. If the clients are split around different individuals in the company, who deals with what client should be down so she's not going round the houses trying to find that out.
An entirely new start is a totally different kettle of fish.
I used to work in audit, and one of the most common questions was the "hit by a bus" one.
What happens if a key individual in an area gets hit by a bus?
The driver behind (not the bus driver) it is that you should really try and document as much as possible where practical. (The brain is a fairly powerful database, so you can't expect everything to get down on paper).
Where you state you've got a client's mobile and direct dial, is that because only you are meant to contact them? Or is it because you know your company contact that individual on a regular basis and having contact numbers is essential? If it is, what happens when you are on hol or off sick?
Get a contacts list drawn up, and either save it in a shared area or e-mail it round when updated.
The same goes for processes. Despite many things being obvious once you've been somewhere for 6 months or so, they aren't when you walk in the door. Getting a how to, or what not to do down on paper is helpful.
Also saying there isn't enough work, and then saying she contacts people in the evenings or at weekends seems totally contradictory. What the hell is she doing working evenings and weekends if you guys aren't busy? And it does at least show she's trying.
Final point is that a wee list of who knows what is helpful. If there's one person that sorts out the stationery order, then get it noted. If the clients are split around different individuals in the company, who deals with what client should be down so she's not going round the houses trying to find that out.
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