Need some advice on being a supervisor

Anonymous

January 31,2023 at 5:08PM UTC

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Need some advice on being a supervisor

I’ve been the supervisor of my department pretty much since I started two years ago but up until eight months ago, I was the only one in my department. This is my development assistant’s first job in nonprofit job and I wanted to give her a chance; someone took a chance on me, I’m so glad they did and I wanted to be able to do that for her. At first, she was eager to learn and take on new tasks but slowly it changed to where I now have to check everything she does and the basics of her position are not being done correctly. I ask if she needs help daily, we go over how to do things all the time, and it’s still like Groundhogs Day - none of the information is registering. I’m not really sure what to do, my workload is increasing and I really need a development assistant who can help. I don’t want her to get fired but at the same time, I don’t know what else I can do to help her. Has anyone else had an issue like this that they were able to resolve?

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AnonymousJanuary 31,2023 at 5:43PM UTC
I have been through this several times and each time it came down to engagement. Each of my direct reports that were exceptional were fully engaged because the job was a great fit. They understood their job, learned quickly and met challenges head in because this is what they wanted to do and what they really loved.
Those direct reports that did not excel were not engaged, did not retain the details and master the responsibilities because the job was not a fit for their skill level, interest and innate talents. They struggled to retain anything because they didn't get it, it didn't speak to them.
So this may not be a fit.
AnonymousJanuary 31,2023 at 9:42PM UTC
Yeah, I think there is a lack of interest in the job. How did you approach the employees? Did you just report to HR and let them handle it?
AnonymousFebruary 1,2023 at 2:57AM UTC
I put them on PIPs, gave them coaching and set firm expectations. They floundered, blamed others (me mostly) and wrote them up. Finally letting each go as it wasn't doing me or them any good. I needed someone to support me and all that was on my plate. With two of them I actually saw the relief cross their face. They couldn't make the decision but were relieved when I did. They clearly were connecting to their jobs.
AnonymousFebruary 1,2023 at 4:44PM UTC
Thank you, I really appreciate the advice!
AnonymousJanuary 31,2023 at 8:17PM UTC
It sounds like maybe she isn't interested in what she is doing anymore. Have you had a conversation with her to directly discuss expectations? I mean like for real, real direct. not rude but direct. These are the expectations, xyz and if said expectations are met then xyz happens. And not anything like youre fired if you dont do this and this but she needs to understand the why behind what she is doing and what is expected of her. It's also ok to tell her where she is failing and where she needs to improve to achieve business goals and results. I wish you well.
AnonymousJanuary 31,2023 at 9:57PM UTC
Yes, we’ve had multiple conversations about why the main parts of her position need to be done and how it impacts not just our department but the whole organization. I’ve tried to stress the importance of her job but I don’t get the impression that she sees it as being important or she just doesn’t care.
AnonymousFebruary 1,2023 at 1:06PM UTC
Start documenting. Provide a clear plan of expectations and actions that need to change and get done. Ask them how they think they're doing and allow that feedback from them. Once you set those expectations be clear to say you both are going to revisit and see how those are going and if accomplished. If not accomplished let them know you both will be working on the next plan which may include a step down or an invite out of the position. Celebrating the small wins may do them well too. Good luck.
AnonymousFebruary 1,2023 at 5:42PM UTC
Thank you! We're meeting today so hopefully, we can get some of this worked out.
Bonnie CoventryFebruary 3,2023 at 1:04PM UTC
Hope it was productive.
AnonymousFebruary 2,2023 at 7:09PM UTC
I think its time for a PIP- performance improvement plan. Design one that is very specific task and time constrained and one that either gives her the chance to solidly improve or to be managed out within 30 days. Sit her down and walk through it time box it with details on her and your calendars and add in HR to help you manage her out if need be. It will stretch you as a manager and will also give her the chance to make changes and let her know she is on short time to fix or move on. Be prepared in the background for either scenario to improve or to fail. That way you are not left holding the bag if she does not make it. Let her know its business and not personal and share examples- specific ones to why she is not getting the job done. Good luck
AnonymousFebruary 3,2023 at 1:34PM UTC
Here are your choices - nothing changes and you continue to.pick up her slack and basically burn out or you hold her accountable formally with a performance plan. You have tried the nice way of encouraging now it is time to take the gloves off. The plan will either help the associate become better or help them decide the place is not right for them.
The biggest thing to remember is their behavior is what gets them fired and you are only the messenger.