Member of the team not keeping up, what to do..

[soundengineeruk]

The company I am working for has grown dramatically in the last 12 months. With the growth, new challenges are pushing the team's skills and knowledge more than ever.

However, a member of the team is not keeping up with the skills & knowledge to that of the team. The member of the team is a fulltime employee who holds a senior technical position, but also they are virtually is fulltime carer for a member of their family.

In addition to this, the team member has their own health issues that could eventually require them to spend less time in front of a screen. If this should happen then there is a risk that they would not be able to perform in their role.

The member of the team has been with the company for over 8 years. I am not aware of any previous disciplinary issues, but the last 6-8 months their productivity has gone from not so fast pace to very slow, to which has now put more pressure on the team as they are having to pick up the slack. As a result of this, it is causing tensions to rise and the team's frustration level to increase.

So, where do I come into all this?
I'm a member of the same team but hold no seniority. I've been asked by senior management to provide feedback on their productivity and capabilities as if I were their line manager.

Over this weekend I have been giving this some serious thought, but to be straight they are a sitting duck. In fact, the more that time goes on; based on recent performance data; the less productive they would be. So, effectively they will be performance managed that could lead to a disciplinary action for poor performance. The business cannot afford to keep carrying him.

I would appreciate any advice, comments or questions before I feedback to the management.

 

[Newchodge]

If the reason, or part of the reason is their caring responsibility for a disabled family member, you will need to try to find reasonable adjustments to help this staff member stay employed.

Can you identify if you are dealing with a lack of ability - ie they cannot do the job that is needed, or a lack of training, support and leadership? If the latter you need to look at a support plan.

I'm a member of the same team but hold no seniority. I've been asked by senior management to provide feedback on their productivity and capabilities as if I were their line manager.

I would find that extremely worrying.

 

[soundengineeruk]

I would find that extremely worrying.

At the moment, there is no team manager for the team (still being recruited). I do not want to return to line management and did not apply for the role; even thou management asked me to consider it.

However, as I can interpret the work as well as all team members capabilities, knowledge and their skillsets. I was asked to undertake the task.

If the reason or part of the reason is their caring responsibility for a disabled family member, you will need to try to find reasonable adjustments to help this staff member stay employed.

In times when the team member has to solely focus on the care of their family member. They are allowed the time off to care (with pay). In addition to working from home 1 to 2 days a week.

Can you identify if you are dealing with a lack of ability - ie they cannot do the job that is needed, or a lack of training, support and leadership? If the latter you need to look at a support plan.

Lack of ability, the short answer is yes. They have not kept up compared to the rest of the team but does have the same access to the training tools & time as everyone else.

Each member of the team logs on average about 16 hours a month training; this done on company time, but the team member in question has not logged anything for over 6 months.

 

[Inva]

I once asked my business partner a question:
- How do we make our staff keep working (for us) after they leave work?
- Have them do work which involves a lot of thinking.

Maybe that could be a solution for you.

 

[Newchodge]

At the moment, there is no team manager for the team (still being recruited). I do not want to return to line management and did not apply for the role; even thou management asked me to consider it.

However, as I can interpret the work as well as all team members capabilities, knowledge and their skillsets. I was asked to undertake the task.

In times when the team member has to solely focus on the care of their family member. They are allowed the time off to care (with pay). In addition to working from home 1 to 2 days a week.

Lack of ability, the short answer is yes. They have not kept up compared to the rest of the team but does have the same access to the training tools & time as everyone else.

Each member of the team logs on average about 16 hours a month training; this done on company time, but the team member in question has not logged anything for over 6 months.

and there is no leadership to point out 5 months ago that they are not keeping up to date?

 

[Newchodge]

In times when the team member has to solely focus on the care of their family member. They are allowed the time off to care (with pay). In addition to working from home 1 to 2 days a week.

I thought you said they were virtually a full-time carer?

I would suggest that the organisation needs to consider whether this employee is suffering stress-related mental health issues - a stressful family environment leading to a lack of motivation at work, leading to a realisation they are not keeping up, which may have serious repercussions, so a vicious circle.

 

[The Byre]

So, where do I come into all this?
I'm a member of the same team but hold no seniority. I've been asked by senior management to provide feedback on their productivity and capabilities as if I were their line manager.

Rule Number One - Never allow yourself to be dragged into other people's problems, when they should be solving their problems themselves!

A friend of mine was offered the position of Group Publisher at the Trade Magazine Department at United Newspapers (about 25 years ago now!) The Big Boss told him that his first job would be to fire the previous Group Publisher.

My friend (very wisely) told them to F-off and do their own dirty work.

"If you want to fire the man, fire him - and if you want me to become Group Publisher, I'll take the job, but certainly not under those conditions."

They took someone else who was prepared to be that underhanded and sneaky - and he made a complete pig's-ear of the job and was asked to leave. My friend was then offered the job, which he took.

In short - if they want to undermine your colleague and find reasons to have that person fired, they need to man-up and sit that person down and talk to them - and not start some sort of peculiar spying project. I would have nothing to do with this type of playing games with people's lives!

 

[soundengineeruk]

I thought you said they were virtually a full-time carer?

Very close, 3 to 4 days that team member is in the office their phone rings 2 to 3 times that relate to the family member.

I would suggest that the organisation needs to consider whether this employee is suffering stress-related mental health issues - a stressful family environment leading to a lack of motivation at work, leading to a realisation they are not keeping up, which may have serious repercussions, so a vicious circle.

I would say the duty of care is there for supporting them with time off and working from home, but I think it does need to go that step further and actually look at the wellbeing aspect of it.
There was a team manager 2 months ago, but they left as could not get on with the team.

and there is no leadership to point out 5 months ago that they are not keeping up to date?

There was a manager a few months ago before they departed.

 

[soundengineeruk]

Rule Number One - Never allow yourself to be dragged into other people's problems, when they should be solving their problems themselves!

They already have access to the data, so they do not need me to solve a problem. The company has no problem firing people, just 5 months ago they sacked a senior manager for non-performance. If this was the case, they would have sacked them months ago.

In short - if they want to undermine your colleague and find reasons to have that person fired, they need to man-up and sit that person down and talk to them - and not start some sort of peculiar spying project. I would have nothing to do with this type of playing games with people's lives!

They are sitting down with the individual this week to try to reach an amicable plan/solution. The bottom line is that it cannot continue as is otherwise the team will explode.

 

[The Byre]

They are sitting down with the individual this week to try to reach an amicable plan/solution. The bottom line is that it cannot continue as is otherwise the team will explode.

Then they do not need you and should not be trying to get you involved - and you certainly need to distance yourself from this issue.

If you are that concerned, you can offer this person support once things have settled down. There is nothing wrong with giving colleagues a 'leg-up' and offering the hand of friendship. I have had to jump into my car and rescue a situation, when someone working here found their mother passed out on the floor. I have watered and fed pet rabbits for employees on holiday and looked after dogs.

And yes, I have had to talk to people about their work and ask them to hand-in their fork, spoon and dinner bowl, but I do not ask their colleagues to report on one another! That is unethical, underhanded and downright stupid!

 

[MBE2017]

Twenty five years ago I was asked to take the job of manager of an electrical wholesale company, I pointed out they already had a manager and I would only discuss things if there was an opening.

I agree with The Byre on this occasion, it is up to the current management to sort things out, hopefully they will give this employee a fair chance after eight years of service.

 

[tony84]

You have been asked to provide feedback on this person from people higher up?
Assuming that is the case, provide the feedback. What happens after that is not your concern.

They make some allowances due to what is going on outside work, they may find him another position in the company, they may decide to performance manage him out but that is for them to deal with.

 

[soundengineeruk]

Thanks for insights and responses to this thread.

Just to clear up any confusion I've made it abundantly clear to senior management I will not be applying for team managers role (even thou they have asked if I would) or have been offered/promised anything.

The individual is not in the best place on a personal level or at a professional level with the company. Yes, the company has made allowances for the employee to aid in the support of making things easier over the last 12 months. Unfortunately, it has rapidly declined that it has reached the point of no return.

There may be a position to where the employee may be suitable. It would be less demanding, however, this would be up to the company if they want to offer that position and/or employee will accept the role.

My concern is with the employee's recent performance, pressures going on it their personal life, along well as their own health issues. So, there is a very high risk that this would come round again.

 

[Gecko001]

The way I see it is that you as an employee has been asked to do something by your employer. If what you have been asked to do is within your job description then do it. If it is not within your job description, then inform your employer that it is not within your job description and take it from there.

 

[Mark T Jones]

I'm with the majority here - the only way this can work well for you is if you add constructive, positive input around supporting said employee in their personal issues. Anything else is likely to backfire.

At worst, it's a cynical attempt to pass the buck onto you or some arcane 'divide and rule' philosophy. At best it's a misguided attempt to make you feel like a leader.

 

[Newchodge]

My concern is with the employee's recent performance, pressures going on it their personal life, along well as their own health issues. So, there is a very high risk that this would come round again.

But it isn't your concern, or shouldn't be. You are a colleague, your concern should be for yourself or for your colleague;s well being.

 

[Gecko001]

If you have no supervisory or managerial role over this employee, then being asked to formally report on their productivity or capabilities is not appropriate in my view. It could also not be within your job description if you have a job description.

If a manager of a football team asked a player what he thought of another player's capability, would you think that appropriate? It is up to the team manager to make the assessment fo the team members' capability.