Have a new hire still in the probation period and not working out.

26 Comments

1. AprilAugust 17,2022 at 6:02PM UTC

   You seem very empathetic towards this guy, and that's a quality lacking in many organizations. It sounds like you might already have some departments/positions in mind.

   If so, reach out to someone you know in that/those departments. If you don't know a direct contact, ask people you work with, with whom you have a good rapport, to see if anyone does have a direct connection. Then reach out to that person in the department.

   I believe this will help you out in a couple of ways:

   1. You're proactively looking to help this new hire
   2. You're proactively looking to help this potential department.
   3. You're making more connections in your organization that could be beneficial to your career.

   When the time comes for the final stage of the PIP with this guy, you can reflect on why he isn't a good fit with you, but then turn the conversation to focusing on his assets and where he would be a good fit.

   Few career journeys go in a straight line. We hop on and off at different stops until we reach the destination of that ideal career. He is no exception. Thank you for allowing yourself to be such a compassionate person in the workplace.

2. lyn johnsonAugust 21,2022 at 12:32PM UTC

   I would start by asking them how do they feel this transition is going? Then outline where you feel there is misalignment with expectation. Segway into not feeling that this current postion is a good fit and how you /company want to assist them in being successful .

3. AnonymousAugust 21,2022 at 1:11PM UTC

   Was the person a good fit in the dept he already worked in? If not, it may be a situation of passing the buck. I work in the govt, and I see this a lot. You’re not doing the rest of us any favors if you keep moving that person around.

4. GirlBossanova934974August 21,2022 at 1:31PM UTC

   Not to be critical here but I am not hearing much what management is doing to turn this situation around other than to punt the ball to HR via a PIP or move the employee to another department. Anyone take a top flight group of ALL STAR employees and look like a great manager. It's when you take a misfit or two and make them a great employee that you show your management skills. Sometimes those are the cards you are dealt. I have found the biggest turnaround ingredient is providing positive motivation which does not mean necessarily a cheerleader in chief. If one focuses on what's important to the organization and then imparting how the employee's job seriously matters to the organization, that is a good place to start. I own my business and have several employees on the payroll. I am very pleased in the last 2-3 years, we have been able to take our lowest rate employee and make her the top performer this year. My former business partner want to dump her a few years ago. Well, maybe not so fast? !

5. AnonymousAugust 21,2022 at 8:16PM UTC

   We have taken quite a few steps already. Dropped responsibilities down to a couple of specific tasks with the goal of perfecting them before moving on to the next one, broken down each task into a step by step checklist, established check-ins after each task for immediate feedback, arranged for remedial training on specific software. This is not an entry-level position, educational and work history suggested it would be an appropriate next step, but it's a very sedentary role and previous jobs have had at least some physical components - a critical distinction in this case. As far as giving something that doesn't seem to be working well unlimited time, my staff was already stretched and instead of helping with the workload at least a little within 3ish months, it's making it worse because of the amount of time spent on training and oversight for tasks that previous hires have nailed within a month (alongside additional responsibilities). I'm not willing to risk losing productive employees over an employee who may (or may not) eventually work out if we worked on things for an extra year.

6. AnonymousAugust 21,2022 at 9:21PM UTC

   This is good information for respondents on this list -- don't assume the OP hasn't done more work -- just ask!

   OP, it sounds like your employee has had adequate feedback to realize they are not accomplishing the entirety of the job: but have they, really, have they said they acknowledged in any way they must do better to accomplish the job responsibilities?

   I managed someone to whom I gave deliberate, calm feedback on a daily basis on what was done well as well as the many aspects in which they were not meeting expectations and how to meet them. They were completely shocked when, after three months of no change, I expressed frustration. Because I had been calm, methodical and had not yelled at them. Yelling/Anger was what they recognized as negative feedback -- otherwise, water off a duck's back.

7. AnonymousAugust 21,2022 at 11:45PM UTC

   Hmm. That's helpful insight. We are a helpful, friendly group. I can see where the (friendly) constructive feedback might be coming across as less than serious for someone used to a much more aggressive approach.

8. GirlBossanova934974August 21,2022 at 11:36PM UTC

   I don't see the physical vs. sedentary role distinction. A few physical tasks kept this person interested in their prior role? I see a checklist of things that are usually followed in cases like this. We made the job easier... We gave remedial training.. We did the check-in number. OK. But where's the motivation and leadership? I got my least performer to become my best performer by incentivizing her to get ratings on her job performance from outsiders. The entire metro area in our city now sees 26 Five Star Google reviews on her service levels. People read those reviews and calls to our business have come in this month at a level not seen in many years. August is usually a very slow but not this year.

9. AnonymousAugust 22,2022 at 12:53AM UTC

   Can't get into specifics of why I'm so sure that's a major factor, but it is. And there's not a lot of scope for the job to become more physical besides an individual choosing for themselves to use a standing desk - which has been suggested.

10. Crystal HowellAugust 21,2022 at 2:00PM UTC

    What is their skillset that could work in another area? Maybe contact other department heads to see if they need someone. It's refreshing to see you didn't let them go, but try to uplift them with education and support.

11. Maggie StoneAugust 21,2022 at 2:14PM UTC

    I think Alexandra has a point.
    What has been done to support this employee? Are they aware of concerns or issues? Because what I am hearing is that you want to help them move on., not improve their performance.

12. AnonymousAugust 21,2022 at 2:16PM UTC

    Reflect on what made you think this person would be a good fit when they came to your department? What changed?

    As other commentors said, what is the problem and have they been coached/counseled (prior to formal PIP) about the situation? If a person hasn't changed positions in a long time, that change - no matter how welcome - can be bigger than the person anticipated.

    If this person is going to be surprised to get a PIP or by anything in the PIP, then you haven't taken the steps to clearly communicate with them or provided clear direction on HOW to improve vs just WHAT to improve.

    You sound as though you have already decided that even if you put them on a PIP, they will not be able to make the change. Also, reflect on why you think that.

13. Anne GendusoAugust 21,2022 at 2:18PM UTC

    It sounds like you’ve already made up your mind. Remember, the true intent of a PIP is to give an individual resources and clear communication to improve. How do you know the employee won’t?

    I applaud your empathy, and encourage you to channel that into developing your new hire through the PIP.

14. Kristie WhiteAugust 21,2022 at 3:04PM UTC

    if you feel confidentiality can be maintained, you might speak to the employee’s former manager.
    How was performance there? What skills and strengths were present? Did they think this person was promotable or did they unload someone who was an underperformer on you (ask nicely). Dig a little.

15. Michelle S.August 21,2022 at 3:17PM UTC

    I appreciate the way that you are approaching this issue. I wish more managers were like you. I don’t know how long his/ her tenure has been but if they have managed the prior internal position for a while, more than two years, and maybe somethings going on or they are finding the change difficult for some reason. I appreciate your investigation and willingness to help them try though! You’re clearly one of those managers that everyone wishes they had!!

16. Beth Whight MoralesAugust 21,2022 at 5:20PM UTC

    If an employee isn’t working out within their probationary period, one of two things has happened:

    -The position responsibilities were misrepresented during the hiring process
    -The employee did not understand what was required in the position and/or overestimated their personal abilities

    It’s not a situation that requires a PIP, except as documentation to support the company when an employee is terminated. The situation requires coaching and honest conversations.

    Kudos to you for your desire to help the employee. I would start by asking them what they think they are doing well, what they are struggling with, and if they feel they understood well the requirements of the position. From there the conversation can transition into employee strengths, and how they can use those strengths to be as successful as possible in a position, including the current one. Don’t tell them you will help them look for another job, reach out to other supervisors, or reach out to HR - you could be creating an unintentional promise. Do let them know if they wish to look for another position within the company that suits their abilities, you will be supportive. But they need to come to the realization on their own that it’s not working. Do also make sure they have been given a fair shot.

    It should be said also, that putting them on a PIP in the probationary period instead of just being honest about the position not working out smacks of “we don’t care and this is just documentation” in a very cold manner. Your employee will not appreciate it, no matter how it’s delivered.

17. AnonymousAugust 21,2022 at 7:38PM UTC

    Or a third possibility is the training and support weren’t adequate.
    I agree with Beth, this just smacks of documentation. I have been on the receiving end of a PIP that was a litany of complaints. The message to leave was received, but it wasn’t exactly a morale booster. I felt the sword of Damacles over my head for the remainder of my time there. If the intent is not to help them improve, it may be kinder to let them go.

18. Beth Whight MoralesAugust 21,2022 at 10:42PM UTC

    Good point, although in the positions I’m thinking of, training offered is usually covered during the interview process. If there’s a three-month training program in place that is touted in the interview, but it doesn’t orient the employee to their responsibilities, it’s grossly over represented by the hiring manager/company.

    I suppose there would be a point four - at some point management dropped the ball and failed to perform due diligence with regard to placing this employee in the position.

19. AnonymousAugust 8,2023 at 5:09AM UTC

    I have had the same experience. Newly created position running a new program. VERY limited training and support (manager went on leave for almost 6 months less than 2 months after I started.) Manager gave me a version of a PIP less than 30 days after they returned from leave--it probably put longer to put together than they ever spent actually talking to or coaching me. PIP even had contradictory recommendations!

    Completed the PIP, they never met with me to follow up with it, and then 2 weeks later gave me ANOTHER PIP, even though they NEVER met with me about the first one.

    Despite the lack of onboarding, training, and support, I did every thing I could to resolve any concerns, but when I received the 2nd PIP, I realized that this was just about documentation and they wanted me out. I debated quitting but ended up staying until the inevitible happened.

    The whole experience was so damaging to me and made it hard to be motivated to consider starting over again.

20. Anne M GinsbergAugust 21,2022 at 9:12PM UTC

    It should be said also, that putting them on a PIP in the probationary period instead of just being honest about the position not working out smacks of “we don’t care and this is just documentation” in a very cold manner. Your employee will not appreciate it, no matter how it’s delivered.

    100% this!!! If I were the manager and this was my employee, I’d scrap the PIP and just have an honest conversation with him/her, summarizing it in an email afterward. There are times when it just isn’t working, so discuss that.

21. Beth Whight MoralesAugust 21,2022 at 10:44PM UTC

    Right!? It’s patronizing and arrogant to treat someone this way and then think they will be grateful for the opinion of their perceived faults.

22. AnonymousAugust 22,2022 at 12:46AM UTC

    HR requirement. And only way to get an eventual dismissal if the employee doesn't secure another position and leave on their own.

23. AnonymousAugust 21,2022 at 5:44PM UTC

    They had to start probationary period over when changing departments? If they are being moved from dept to dept it may be time to sit them down and explain what is going on, and being sure they understand where they are failing. I say this as a department that is being forced to take a poor performing person who has been with the agency 25+ years so will be hard to fire, but geez, I’ve worked around her for 10 years and SO not looking forward to having her on my team.

    But, no one will tell her she doesn’t do her job, chats entirely too much and shopping while at work isn’t exactly what she is being paid for, and she doesn’t have enough to do because she can’t be trusted to do it.

    And I sure hope we aren’t talking about the same person…..

24. AnonymousAugust 21,2022 at 7:53PM UTC

    Hi,

    I have experienced this solely due to the below reasons

    1. The job was misrepresented

    2. There was no training available on the job / no support

    3. No communication from the managers or with management team even to advise what tasks needed to be completed.

    4. there was a change in management after the colleague joined within one month so expectations were changed. The expectations were never explained .

    5. No performance review and no probationary review.

    I believe if these 5 items can be tackled / fixed the individual should be fine.

    Also discuss with the individual if they have any concerns and if they are ok on a personal level.

25. AnonymousAugust 22,2022 at 12:43AM UTC

    Lots of feedback. A number of steps have already been taken to address the situation, but I sincerely believe at this point it is simply a mismatch. The employee took a logical step career-wise. It basically entailed expanding one small part of the previous role into an entire job. Lots of people who have physically demanding jobs look forward to making the transition to straight desk jobs. Needing to focus for long periods of time on picky details while sitting in one place is not a workable environment for everyone. I can see where you wouldn't necessarily realize that wasn't going to work for you if you've never had a job that sedentary. At the same time, the previous job has been filled and there's not another similar position open right now. Government jobs involve insurance and retirement and other benefits that make it desirable to stay employed even if you and everybody else recognizes that you're not doing a good job, which is part of why HR requires a progressive process and a PIP on file if an employee isn't working out.

26. Kristen SteinerSeptember 12,2022 at 9:47PM UTC

    That's clear and logical. Sometimes job moves don't work out. Good luck.