Colleague is not delivering and I'm going to have to request our supervisors get involved

16 Comments

1. AnonymousSeptember 22,2023 at 9:51PM UTC

   I would suggest giving a direct deadline of when the work needs to be completed. You need the work done or a customer may be lost. Let the person know if the paperwork is not done you will need to escalate the issue. Make sure to show (documented) times you have already asked and the amount of time already allowed. That puts the ball in his court. If he decides not to do it in a timely manner than he knows the consequences. It is good to be nice to others but do not risk your employment because someone else decides not to do portions of their job.

2. Barb HansenSeptember 23,2023 at 1:41AM UTC

   It's not "complaining" to alert your manager when a team member is not able to get their work done.

   If a team member is struggling or under performing for any number of reasons it's the responsibility of their manager to intervene and help resolve the issue through additional training, different tools to help with organization, relief to the employee if they are overwhelmed.

   If this person's manager isn't aware of the issues, please tell that person's manager (so that manager can intervene).

   Present your issues as facts (not complaints). "Bob used to be great getting his work done but lately I've noticed he's having some issues getting their work done on Project ABC, have you noticed these issues as well? I asked him if he was struggling with this specific project and he said no, but I'm stumped. Is there anything I can do to support Bob other than doing his work?"

   Offering up your issues as open ended questions could help soften the message.

3. Brenda CrawshawSeptember 24,2023 at 12:55PM UTC

   You could let him know that you are "in the habit" of providing status reports to your higher ups and the next one "is due" in a week. (It's OK if this habit of yours starts now.) Ask him what you'd like to say in the section about his reports. This will either galvanize him to get going or could initiate a conversation about why he's not doing it.

   Either way, if the information is to flow to you for you to do your job well, then it is incumbent on you to keep you uppers informed.

4. AnonymousSeptember 24,2023 at 1:17PM UTC

   I would go to your own manager and present the issue dispassionately as a barrier to your work. Not as complaining or tattling, but, “Maybe the new guy needs more support.” Your manager might have some ideas, or at least they can take it to their colleague as an issue of doing the best work for the client.

   ETA I see that Barb has suggested essentially the same approach, though I would definitely not talk to that person’s manager until I had discussed it with my own.

5. Cyndy TrivellaSeptember 24,2023 at 2:51PM UTC

   You mention that there are reports due to clients, they haven’t been delivered and the client is getting antsy. This right there is unacceptable. As someone who wears many hats with one hat being service delivery, I am the client’s advocate and it’s my responsibility to ensure the clients get what they need, deserve and pay for. It sounds like you’re in a similar situation. When you speak to leadership, make it about the clients and not about you. The conversation should be factual versus emotional and make it about what the clients are saying, and what they are not getting which they paid for. Here’s the bottom line, the clients keep the company in business.

6. AnonymousSeptember 24,2023 at 5:22PM UTC

   I would email this person and ask for a timeline for completion in writing, set the email to reply by a specific time and perhaps even offer a set date in the email for it to get done. Let him know in that email that you are happy to get others to help him if need be but you need a firm reply as you are the person who has to message this to the client and that you do not want them to stop doing business with you because of this delinquency. If he does not respond, or he defers and does not answer then forward that email along to his manager asking for help to push it uphill. Do it gently by asking them to help because the client is getting antsy. Don't say anything about his negligence but let the manager know you are worried the client may churn (stop doing business with the company). Not sure what your relationship is with this person but clearly his work is affecting yours and perhaps you can bring that up as well. Don't finger point, but definitely say maybe there is too much burden on him at the moment. Point specifically to the time sensitivity NOT his work product.

7. AnonymousSeptember 24,2023 at 5:45PM UTC

   for the sake of performing on time and maintaining a trust relationship with the client, I believe you’ll need to involve both your and his managers.

   Provide a timeline: how many times have you asked for the reports? Have you offered to help him learn the skills (in case he’s hiding that he’s unsure how to do it?) Have you offered to reassign the task to someone with capacity?

   His performance isn’t cutting the mustard.

   Provide coaching or reassign and let the chips fall as they may.

8. AnonymousSeptember 25,2023 at 1:57PM UTC

   Ask your boss for advice. Your boss can do more than you can.

9. AnonymousSeptember 26,2023 at 12:52PM UTC

   Like you said, you understand that the work is overwhelming & unpleasant. It seems like you can handle it, but they fell behind. Offer support by sharing your workflow & time management

10. AnonymousSeptember 26,2023 at 7:51PM UTC

    1) This employee has been there for several months, a review is based on performance and he has not produced. 2) He not been forthright with you and if talking to his boss will get the results you expect then do what you must; he's not respecting your expectations. 3) You will ultimately be held responsible for the situation; not handling or reporting your concern. 4) A client is impacted and now requesting a meeting; not good.

    You must decide asap what you're going to do. His poor performance, not you, will be the reason for a separation should this occur. Offer him assistance and be specific about the expectations. If you sense this can impact your success it most definitely will. Follow your gut and do what you must; it's not personal. Good luck.

11. AnonymousSeptember 27,2023 at 6:06PM UTC

    I wouldn’t say disrespect expectations because the OP said themselves that they didn’t present those expectations. Perhaps there could also be an intellectual or another disability that the employee may have. Keep an open-mind & don’t overstep your bounds as a colleague.

12. Joan Williams, Senior Talent Acquisition SpecialistSeptember 27,2023 at 4:53AM UTC

    Instead of going in to complain about this slacker, I would frame it as asking for advice, asking for help. I would lay out the facts - try to keep emotions out of it - and ask if they can help. Ask if they have suggestions to remedy the situation.

13. AnonymousSeptember 27,2023 at 6:03PM UTC

    And PLEASE don’t label and go into the conversation with pre-conceived ideas. Calling someone a “Slacker” is the prime example of counterproductive toxicity that would kill any culture a lot faster than a slacker or “slacker” ever would.

14. Joan Williams, Senior Talent Acquisition SpecialistSeptember 27,2023 at 8:41PM UTC

    I was in no way suggesting the OP use the term slacker or “slacker” in her conversation with her boss.

    Also, what's the difference between slacker and “slacker”?

15. AnonymousSeptember 28,2023 at 10:18PM UTC

    Not sure why someone with your job title would. Consider taking full advantage in SHRM training. Just a thought.

16. Joan Williams, Senior Talent Acquisition SpecialistSeptember 28,2023 at 10:53PM UTC

    Not sure I understand your comment.
    You're suggesting I take training for something I DIDN'T say nor suggest?