I've been a manager for about 10 years now. I recently hired an employee at a senior manager level who my entire team and supervisor were all unanimously supportive of. She has been on board for about a month now and is glacially slow. For example, a meeting happens on a Monday and I don't see meeting minutes until Thursday. She has about 3 things to do for the entire week (one being a large plan type document for a first draft) and it's Friday and I have only seen one of them.
When she was onboarded and I got to know her, I found out that she is in an older generation and is self-reportedly pretty slow with technology. The technology piece was not mentioned during the interview process and several programs were listed on her resume as a user. She routinely has issues opening her camera for Zoom meetings, sends meeting invites with no subject, "loses documents" by not saving them, etc.
Any other managers out there that have gone through something similar? How do I discuss her pace with activities without offending her or appearing as if this has anything to do with ageism? My supervisor is much older than me as well and can run circles around me with Microsoft Office, so that's not a comparison I'd like to draw. However, it may be a factor in what types and how much exposure to technology she's had over the past several years.
I'd like retain a motivating relationship where we build upon strengths and build up weaknesses. Her attitude and the content she brings to the table are great but deliverables are very slow and not always complete. This is new territory for me concerning speed of what I think are simpler tasks for her level, so any advice is welcome!
EDIT: Thank you to everyone who provided feedback. It gave me several avenues to consider which made my conversation with her even easier.
For those asking, we're a start-up company and don't have a head count for anyone in an administrative capacity until next year. Therefore, we're all cycling through taking minutes and setting up meetings. It was an expectation out of the gate and communicated that it is only for a short time.
The outcome of an initial conversation with the employee is that I need to dedicate more time to supporting her, bringing her up to speed and walking through roadblocks as well as setting her up with further training and a buddy. She mentioned she is happy about this. She also mentioned of her own accord that she would like to pick up the pace but feels her confidence has been weighing her down. We talked a bit about this and how she was hired because of what she brings to the table. Feedback and redlines are good things that help us grow. We set up additional check-ins and discussed expectations together. All-in-all, a positive conversation in which we both gained clarity and a great opportunity for my own growth with mentoring.