A reader writes: I’ve a new employee who’s refusing to do some elements of her job. She hasn’t performed this with me straight, however once I left for per week’s trip, I gave very clear steering on what she ought to be engaged on. That included learning to use some of our equipment, working towards her job abilities, and reviewing coaching movies with the group.
Sadly, whereas the opposite group members had been targeted on the coaching movies, she was watching private movies on her cellphone. Every group member later informed me individually that once they requested her to take part, her response was, “No, I’m not going to do it.”
What ought to I do now?
Minda Zetlin responds:
Except your worker is roofed by a union contract, or a contract between you and her, you actually have the authorized proper to fireside her. Ethically, you could have that proper as properly. If you hire somebody to do a selected job, you’ll be able to moderately count on that they are going to do this job. The exceptions could be in the event you requested her to do one thing harmful, unlawful, or that violated her personal ethics. Or, in the event you had unreasonable expectations for when or how a lot she would work, as in last week’s Ethics question.
Assuming none of that’s the case, you are able to do no matter you select. So ask your self what’s greatest for you and to your firm, and in addition what’s greatest for her. The reply will depend upon why you employed her within the first place. Does she have abilities your organization wants? Do you see potential in her? Is she refusing to do this stuff as a result of she’s inexperienced and maybe afraid of doing them badly?
The next step ought to be to have a one-on-one assembly along with her. I’d start by asking her why she declined to do duties that clearly are a part of her job. I’d additionally ask about her future profession targets each inside and out of doors your group. Her solutions will aid you make an knowledgeable resolution about what to do subsequent.
Replace:
The reader writes that they met with this worker one-on-one. “I requested if she wished the job, and she or he mentioned sure,” they write. “I then listed the precise behaviors that wanted to alter—together with refusing to take part and utilizing her cellphone throughout work time.” This was performed firmly however with kindness, the reader says.
The reader additionally defined that the purpose was to assist this worker develop priceless skilled abilities. “I made positive she understood the chance in entrance of her. The extra senior individual in her function earns greater than $82,000 a 12 months, and I defined that the coaching she’s receiving might put her on an identical path at this firm or anyplace else.” The reader then printed out a listing of the expectations this worker was to meet, and so they every signed it.
The 2 met once more for a follow-up two weeks later. By that point, her efficiency had improved dramatically. “She’s now on week seven, and time will inform if she continues to develop into the function,” the reader writes. “However the kindly, structured rationalization appears to have made an actual distinction.”
Obtained an moral dilemma of your individual? Ship it to Minda at minda@mindazetlin.com. She could tackle it in a future column.
