Hired a new employee, red flags during interview.

78 Comments

1. Kristie WhiteSeptember 6,2023 at 11:11AM UTC

   Your employer should have an HR policy about a new hire’s probation period. This is very common and typically is 3-6 months. Even if it is not formally documented (and recommend that change if it is not), all states except Montana operate a version of employment at will. As long as your dismissal is based on the job/ attitude/ personality/ etc and not related to discrimination of a protected class, (such as age, ethnicity,etc.) you can dismiss him for lack of performance especially in the first 90 days. I would recommend documentation because this guy sounds like a bully.

2. AnonymousSeptember 6,2023 at 11:53AM UTC

   He is a bully and negative.

3. AnonymousSeptember 6,2023 at 11:38AM UTC

   If there were red flags during the interview, why was this individual even hired??? That aside, go over your training plan with your superior to see if there is something different you could be doing. What is this individual's best way of learning? Not everyone learns the same and the way you are training might not be working for him.

4. AnonymousSeptember 6,2023 at 11:53AM UTC

   Yes I spoke with my superior and he recommended some things we can try. What bothers me is the poor attitude. We review items 5 times and he says we have never reviewed it.

5. AnonymousSeptember 7,2023 at 1:43PM UTC

   But again, if red flags in the interview, then why was this individual hired. We have some positions where I work (I am a corporate HRM) where we are desperate to fill...but despite the desperation, we are not about to hire someone that we identify with red flags during the interview process. Bad hires take so much time, energy, frustration, etc. to undo.

6. AnonymousSeptember 7,2023 at 11:13PM UTC

   I agree and wish I could turn back time.

7. AnonymousSeptember 8,2023 at 12:35PM UTC

   Hopefully you learned from this! I participate in interviews with my hiring managers - kinda required to after a few bad hiring decisions on their part leaving me sorting out the mess!

8. AnonymousSeptember 6,2023 at 12:42PM UTC

   You need to carefully document processes and send them to him in an email with wording "as we reviewed on (date@time), this is the process documentation for XYZ". Create a paper trail to show he received that training and written documentation as well. Also note that if he has questions, how to reach you. You can cc your boss if needed.

9. AnonymousSeptember 6,2023 at 1:53PM UTC

   Good idea thank you.

10. AnonymousSeptember 6,2023 at 12:51PM UTC

    Does your company have a probation period for new employees?

    If so, document until the day before the probation period is over and then tell the person that the company no longer needs their services. Move on.....

11. AnonymousSeptember 6,2023 at 1:41PM UTC

    Yes he is on a 90 day probation. After research it was discovered he did this to another employer.

12. Wanda ShawSeptember 12,2023 at 12:43AM UTC

    Okay. In that case, you’ve got your answer. Extend him grace, in a professional manner, but no longer internalize his inability to catch on as your fault. As stated before, proceed with the documentation during the probationary period. If he’s not performing up to standards, cut your losses and say goodbye.

13. KatSeptember 6,2023 at 8:32PM UTC

    As others have said, work with HR to see what steps need to be taken to end his employment. He's not a good fit. The 90 day probation period is the time when the company and the employee try to figure out if they're a good match. This one isn't and since you now know he's done this before, no reason to keep him. Cut him loose as soon as you can during the probation period. Stop wasting your time and energy on this. This is an easy problem to solve. Good luck with finding a new employee that's a better fit.

14. AnonymousSeptember 7,2023 at 1:40PM UTC

    Not trying to be a dick, but if there were red flags during the interview, why'd you hire him?

    Do you hire everyone you interview?

    Like others have said, do the do and document, work with HR, etc. But also learn something: believe people when they put up red flags during interviews!!

    The stuff they are willing to say during an interview will be less awful than what they're willing to do once they have the job.

15. AnonymousSeptember 7,2023 at 9:21PM UTC

    Yes I want to punch myself for hiring him.

16. Maggie StoneSeptember 8,2023 at 12:53PM UTC

    Don’t beat yourself up. But as others have hinted, do your damage control, document, and chalk this one up as a lesson learned.

17. AnonymousSeptember 11,2023 at 2:34AM UTC

    Thank you. I am documenting and being professional. Knowing he went to my boss is a hard pill to swallow, but I am letting that go.

18. AnonymousSeptember 9,2023 at 3:42PM UTC

    Sorry, OP, but that made me laugh ?

    You'll get through it. Been there myself, and it's maddening for sure. Lots of good advice here.

    Just keep doing what you're doing, maintain professionalism, and yes, document, and keep it flat and objective, unless any frustrations you enter for record are expressions of other staff. It's okay to make your own known,but it doesn't belong in a report. Say it only once and with seriousness. Keep it minimal; as a matter of record/statement unless asked for more information/examples.

    I've been in this situation 1.5 times. First person was a piece of work. Wound up being ALL talk. Despite credentials and a great interview, completely lacking in process management, and shocking failure with some basic tasking. As with others like this, poor work ethic. When he couldn't understand or complete basics, he would talk about how ridiculous it was, as if policy were keeping him from being the superstar he saw himself as. It was comical, looking back, but embarrassing at the time, for me, him and our team.

    The second time was a person that I still, to this day, don't understand how he was hired. Lacked skills and basic knowledge someone with his credentials should have, but initially had a pretty good attitude. Quickly became apparent, though, that he couldn't handle anything outside of his "norm", and behaved petulantly when he became frustrated. As he settled in, he'd often devolve to making smarmy comments at frustrations over obstacles which he should have learned his way past at that point, and/or brought the skills set for it not to have been an issue in the first place. Railed against making reference notes, despite my sharing my process for work flow and why I found it beneficial.

    I questioned my training abilities, as well. Still do, and learned the hard way some of the advice you've received, like check-ins with the person to see whether he's getting it. Ask about his learning style, etc.

    In the end, as stated by another, this person has a responsibility to TRY. Sounds like you're dealing with an entitled person. Best you can do is cover yourself,maintain professional integrity, and let him show his character.

    In the meantime, maybe see if you can get a head start on replacements.

19. AnonymousSeptember 9,2023 at 12:39PM UTC

    Honestly, the same goes for employers. I've had an employer who talked a good game and when it came down to it, did not follow through on development (unless it benefitted them) and the reason given that previous employees left was NOT the whole truth. So much for "transparency".

20. AnonymousSeptember 8,2023 at 11:05AM UTC

    What were the red flags in the interview? And why did you hire him despite seeing said flags?

21. AnonymousSeptember 11,2023 at 2:32AM UTC

    I wish I didn’t.

22. GirlBossanova934974September 8,2023 at 12:21PM UTC

    To be candid, this issue has escalated into a finger pointing contest which unfortunately has become an issue for many companies these days. Trainer points finger at trainee and trainee points right back. So let's walk this back a bit. As a long time trainer in a few subjects, the thing to do here is put together a few training sessions which are documented. After that, the trainee is asked to perform the tasks involved in the lesson. I show you how to do it via live session and actual written notes and then you demonstrate to me that you know how to do this via live test of your new skills. Too often these days, trainers just talk and lecture and walk away. This will not work in this case. Last, it always helps to have handy WRITTEN instructions to leave with the trainee.

23. Tom ReulandSeptember 8,2023 at 12:23PM UTC

    Not the place for you move on.

24. Cyndy TrivellaSeptember 8,2023 at 12:27PM UTC

    Keep in mind, the first 90 days of employment are probationary. Anyone for any reason can be fired during that period. You have the upper hand. He needs a fair chance, but you cannot make someone want his job; he has to want it and act like he does.

25. AnonymousSeptember 9,2023 at 1:24AM UTC

    Many states are at will. You don’t need a reason to leave and they don’t need a reason to fire. You’re just terminated. If it were me, I would just fire him and move on. No reason given.

26. AnonymousSeptember 8,2023 at 12:32PM UTC

    Escalate this to your manager and HR stat. This person sounds like a poor fit for your organization so it may be best to just fire him now.

27. AnonymousSeptember 8,2023 at 12:46PM UTC

    Let them be warned and FOLLOW THROUGH!!!!

    I, like MANY others are looking for work and trouble-free. Too bad we get passed over.

    I'm sorry if I sound bitter, but people like this have ZERO appreciation and ALOT of ego

28. Ellen MahanSeptember 8,2023 at 12:47PM UTC

    Are the accommodations needed due to a medical or disability?

    Employee might benefit from job coaching or shadowing a coworker.

29. AnonymousSeptember 8,2023 at 1:04PM UTC

    Has the training been tailored to the employee to make sure it addresses any gaps, so that it’s an effective onboarding process?

30. George BuckleySeptember 8,2023 at 1:13PM UTC

    Maybe I’ve just had weird employers, but I can’t recall ever having gotten training. I have been hired into a mess, and I feel it’s my duty to bring order. I realize that different industries would need to have training, but the trainee should bear at least some of the burden to make sure to get up to speed. I don’t understand why someone would go over the manager‘s head. Used to be career suicide.

31. AnonymousSeptember 11,2023 at 2:30AM UTC

    He is deflecting. It makes me sick to think about him doing that after all the patience I have shown.

32. AnonymousSeptember 8,2023 at 1:13PM UTC

    Document everything!

33. Rebecca Lee VSeptember 8,2023 at 1:17PM UTC

    If there were red flags during the interview process, why was his hired?

34. Balanced372207September 8,2023 at 1:22PM UTC

    Good question.

35. Janine LefflerSeptember 8,2023 at 3:48PM UTC

    I was about to ask the same thing.

36. AnonymousSeptember 8,2023 at 11:33PM UTC

    I don't know about other companies right now, but there is a LOT of pressure from our leadership to fill positions fast. They even get aggressively demanding about it -- like, get a person -- I don't care who -- in this role NOW! If you have inexperienced managers who are afraid to hold their ground (or don't know how to take advantage of the new-hire probationary period), they'll ignore the signs and buckle to the demand. It's unfortunate, because those managers don't see that their leadership will turn right around and blame them for any bad hires. All managers should expect to be held accountable for their hires, and you have to remember that no one is going to stick up for you if you hire fast but badly.

37. maria roseSeptember 9,2023 at 6:16PM UTC

    Aggressively hiring doesn’t mean hiring with no evaluation of the candidate—because just hiring because —as we all used to joke about — only qualifications needed is that the candidate has 2 arms, 2 legs and a body makes a person to hire— doesn’t find suitable candidates for the job. A company that hires like that has no concerns for employee job satisfaction or customer service satisfaction just the profits

38. AnonymousSeptember 8,2023 at 1:20PM UTC

    I'm sorry you're going through this - I had the same thing happen to me a couple years ago and I learned a lot (through my mistakes). It sounds like you already acknowledged lesson one - which is to heed to those red flags and probe more during the interview despite the pressure to get someone in the seat. Lesson 2 for me was to call it quits earlier - I had bent over backwards to train and retrain and hand hold this person over very basic tasks that they should have had experience in already. I tapped into other colleagues help train as well. Like other commenters, I would recommend documenting the onboarding and training time spent from yourself and others and have some type of written trail of summarizing those trainings - the reason I say written trail and documentation is that it sounds like this person is somewhat strategic and has been through this in the past so may know exactly how to hide behind their incompetence. If you feel they are trying to get your fired or in trouble with your superior, I would advise to go with a very conservative approach in making sure expectations, training and metrics are clear and documented well - so in the case you need to let them go, there is sufficient evidence you can use to justify legally (even if they're still in probation or an at will employee). I acknowledge it's difficult, but having conversations regularly around their work is important to level set their expectations - I would even go the extra step to send a summary of every feedback conversation in email. Good luck and I hope this experience offers you a growth opportunity.

39. Megan WestrumSeptember 8,2023 at 1:23PM UTC

    Hi!

    I’ m curious what the red flags were during the interview process. Always remember to try and trust your gut! It’s intimidating starting a new job and trying to train someone. Instead of going to the worst case scenario of firing the employee, try another approach. Ask the employee how they wish to be trained, sit down and go through expectations, assume the best of each other, etc. Assume the best here, maybe you both want to improve procedures. You’re doing great.

40. AnonymousSeptember 8,2023 at 11:24PM UTC

    I can work with someone who isn't ready or able -- that's trainable -- but they have to be willing to try and humble enough to admit they're not getting it and ask questions. Even if I get stuck with a fake-it-'til-you-make-it-er, as long as they aren't arrogant, I'll work with them.

41. AnonymousSeptember 10,2023 at 7:57PM UTC

    Yeaaa this person is a “blame everyone on why i am not getting it.”

42. AnonymousSeptember 8,2023 at 1:27PM UTC

    I’ve been in the position of having to ask for a new trainer before. I never tried to get anyone fired, but the person training me was not doing a great job. I spent a whole week with them and barely learned anything. I requested a change because it wasn’t fair to me or the company to waste time when it wasn’t working. We came up with a plan on getting me trained in a way that worked for me which was doing the work and not watching the same task over and over when my job encompassed more than that one task. The other person kept their job but was no longer a trainer which worked for her as she would get overwhelmed easily. What I’m saying is some people learn differently. As far as scheduling, I’ve both been the employee that’s had the open schedule and there when need and I’ve also been the one that needs the scheduling accommodations and time off. I hate how it makes me look when I have to talk to management and HR about it but unfortunately I have to. It’s been an issue at my current job where I had to get my schedule fixed every week for two months. They are finally adjusting it before it is sent to me, but I had to bring it up several times. However, with all that being said, if he is not working out and does not pickup on the material even after adjustments then he may not be right for the job. Have you tried asking him if there are things he would like to go over or if there is a learning style he prefers? Document everything and keep HR in the loop.

43. AnonymousSeptember 8,2023 at 2:32PM UTC

    Document his performance, and since it is still in his probation period, you probably can let him go if you feel there is no way he will catch on to what he is doing. Unless he came in highly connected to someone (i.e., the product of nepotism), it is improbable he can get you fired because he can't learn. If you are having trouble with the training, as someone else suggested, and there is someone else you trust, see if they can pick up and help. Don't just turn him over. Monitor his progress, as you are the one who will ultimately be responsible for his onboarding.

44. AnonymousSeptember 8,2023 at 4:34PM UTC

    Does your company not have a 90-day probationary period? You should. Document everything, give him a reasonable chance to figure things out, and if he still doesn't get it, let him go as a bad fit for the company before the 90 days is up. Some people interview well, but then it turns out that's all they do well. Let him go before he causes you more grief.

45. AnonymousSeptember 8,2023 at 5:39PM UTC

    Are you this persons manager? If so document the behavior and know that in some states employment is at will. Many companies have a 90 days probation period and it seems like this person may not make 60 days let alone 90. Read your employee handbook which probably has pillars around basic rules. Bring HR into the conversation and check with legal too. They should support your ending his employment if its not a "right fit"

46. AnonymousSeptember 9,2023 at 2:07AM UTC

    I am his manager. I am documenting and spoken to my supervisor.

47. AnonymousSeptember 8,2023 at 7:19PM UTC

    I went through a similar experience. Saw some flags, but needed the help. He was a flunkie from the start. Don't make the mistake I made. I did document, but I should have put him on a formal PIP sooner. He ended up telling lies about me and was believed. It was horrendous. Get him out as soon as you possibly can.

48. AnonymousSeptember 8,2023 at 7:42PM UTC

    Omg thats horrible! I hope your werent terminated.

49. AnonymousSeptember 10,2023 at 7:08PM UTC

    No, he was ultimately terminated.

50. AnonymousSeptember 8,2023 at 11:12PM UTC

    Oh, yeah -- I had that guy on my team last year. It was a nightmare. Exactly what you describe. We thought, at one point, that he had a second job he was juggling -- or that he was spending most of his days out running errands. He had a habit of chuckling superiorly, clearly communicating that the rest of us were the biggest idiots in the world. If I'd get angry at his unfounded accusations, he'd say that I was only angry because he'd caught me in a lie or not knowing what I was talking about. He loved to record meetings, which he would then use as evidence like he was putting you on trial -- literally playing the recording back to you of where you'd lied to him. He would go so far as to tell me that I was bad at my job, and even that every manager above me was bad at their jobs. It was kinda unbelievable -- thank god, in our case, he was a contractor. It took a long time for management to send him on his way, though -- I think, even as a contractor, he had them afraid he'd sue over wrongful dismissal or something.My advice: Cut him loose ASAP. He is only going to damage your team and wear you out. I finally told my manager that I would not work with him any longer -- I had taken enough abuse from him, and he wasn't learning the job. By then, he'd also managed to alienate a number of other people as well, so it was kind of undeniable that he had to go.

51. misskelleypSeptember 10,2023 at 1:00AM UTC

    I would only add that as soon as you found out he was making recordings, depending on the laws in your state, could be grounds for immediate termination. Many states require both parties consent to being recorded.

52. AnonymousSeptember 10,2023 at 1:53AM UTC

    Oh, sorry, yes, we do record meetings regularly -- with everyone's permission. Our team thought it was strange that he was asking to record every meeting and conversation, but in this day and age of accommodating disabilities without being sure someone HAS a disability, we all assumed he needed them for learning the job. It wasn't until a couple of weeks went by that he weaponized them and put me "on trial" for the first time. The good news is that the recordings, along with other issues, ended up being his undoing. (Although it was a cliffhanger because he usually started the Teams recording so he had control over editing, sharing, or deleting them. I had to make my own recordings of his recordings in order to save and share them with my manager.) It was a big pain. He certainly gave us a run for our money -- and speaking of money, he got paid senior writer wages for doing NOTHING but antagonize everyone for NINE months. It took that long for the managers above me to let him go because we were in a hiring freeze and ultimately we had to accept losing the writer position altogether when they let him go. It was a convergence of unfortunate circumstances, to say the least.

53. maria roseSeptember 9,2023 at 2:34AM UTC

    This is what I got out of this post—-newly hired employee—not mentioned who did the hiring interview—the anonymous OP has to train, schedule this new employee so the new employee can be able to do job by themselves. The training and scheduling had to be changed frequently because the newly hired employee had constant scheduling conflicts and when given the training of various tasks and allowed to do the tasks alone complained they needed more training—I am just guessing that the typical job requires doing more than one job task at the same time—for example, answer a phone while sorting paperwork— if this is an office setting.

    Whatever excuses this new employee is using about the job difficulties, they have been at this position for 30days/1month, more than enough time to adjust and learn enough to do their job without being micromanaged or retrained. You also have enough weeks of schedule to predict their “availability “ to not have to adjust their schedule for “sudden changes “.

    Going forward, since it appears that this newly hired employee is part of your team—document everything. If they claim that they need to be shown again how to do something because they haven’t “caught on”— write it up , with a date, and time and let them know that this is a written document that they have received the training and both of you sign it and you put it into their work folder file. Same thing with changing schedules—you need to have an expected availability time to put them on the schedule and they should be able to work the needed schedule within their availability. ( It was not mentioned if this person is a full time employee who by labor law has to work a minimum of hours per week to be classified as a full time employee or if this person is a part time employee—again labor laws will apply for the minimum amount of hours needed to work per week). If you know from the past month of adjusting their schedule that certain days are the most likely that they will want to change or not work, use the schedule of what they actually worked in the month/ 30 days before and don’t change the schedule when and if they last minute request changes as easily and ask HR if you have to reschedule them or not. Create a log of all days worked to the schedule and write up a journal of every day changed with the reason given and add that to their employee folder.

    As the other commenters stated, depending on your company’s policies, probation periods vary and most locations are right to work situations which means that after a certain guideline period, employees can be terminated if they aren’t working out In the performance level required for the job.

    So unless this person was hired for a nepotism reason, you need to ( pardon the pun—put on your big person panties and lay down the demands for the job and hold to the standards required. You are not required to be the BFF of this employee, you need to get them to do their job now. They have been there 30 days/1 month and unless this is a skill apprentice training job program, they have been there long enough to do the job. Any complaints about their problem catching on to the job duties, they would have to provide documentation to HR to allow adaptation for their issue. Which is a separate issue not mentioned anywhere about this particular employee. You have done your part, now hold them responsible for their behavior.

54. AnonymousSeptember 9,2023 at 1:02PM UTC

    30/60/90 day performance reviews….manage him out. Simple as that. If he can’t cut it and is leaving that often in the first 90 days and can’t meet the demands of the position then manage him out via the review process. I do this because I refuse to deal with dramatic people who are not reliable. If we hired you to do a job to help the company then either you do it with professionalism or you can find work elsewhere.

    Make sure the reviews are on paper and you both sign them. Paper trail…always. ;)

55. Wanda ShawSeptember 9,2023 at 3:40PM UTC

    Spot on

56. AnonymousSeptember 10,2023 at 11:20PM UTC

    Do this. Document everything - I mean, EVERYTHING. Yes, it’s a pain in the neck, but if you need this guy gone, get him gone.

    I'm dealing with an employee I knew was not working out since pretty much his start date. Now it’s 10 months and I cannot get rid of him. He thinks he’s doing a bang-up job, but in reality, he’s destroying my team. Even though he got a scathing review, I couldn’t get him out.

57. AnonymousSeptember 11,2023 at 2:27AM UTC

    Awful.

58. AnonymousSeptember 9,2023 at 1:21PM UTC

    Did you do a " background check " of similar jobs, call those employers and bosses, ask HOW he worked, his work ethic in the company..

59. AnonymousSeptember 10,2023 at 7:56PM UTC

    I went back to his resume and noticed he was at his previous company 6 months. I assume this could be why.

60. Milissa JacobsSeptember 9,2023 at 2:20PM UTC

    It doesn't matter about his background checks, he's been hired now and so start from there. If your supervisors are aware of the problem perhaps you should request regular updates on the situation and as I always say document document document. I've dealt with people like this, they try to immediately ingratiate themselves with the supervisors over their supervisor. I have come to refer to them as the bootlicker type of employee. The only thing that you can do with a Bootlicker is make your bosses aware of the problem, but do it in a way as to not make it seem as if you're "tattling". I suggest after four or five documented incidents, have a meeting with your supervisor and present it as a concern for the company, not a personal attack against him. If you frame his actions as a liability to the company- he has been requesting special treatment with his schedule and x,y, and z employees are being hurt because of it, or his work ethic and absences are causing a,b, and c employees to cover for his work and add to their own workload, then your supervisors will begin to see him as he truly is. Bootlickers almost always do themselves in.

61. AnonymousSeptember 9,2023 at 3:39PM UTC

    This is a classic case of a work prima donna. He comes with a stellar background but getting him to perform up to his proposed skill level will prove difficult, if you’re able to get anything at all out of him. And it’s always because something or someone else is not right and looking for the organization to accommodate him. I think a previous poster said this and I’ll second it…manage him out. Give him firm targets to reach within a certain timeframe. Perhaps putting a performance improvement plan in place to ensure that there is a blueprint for him to follow on what needs to be improved upon. At the performance reviews discuss if those metrics have been met

    or not. Print out the review for him to see. Send a copy of it to management.

62. Kimberly AnneSeptember 10,2023 at 3:09PM UTC

    Maybe the training is poor and he is frustrated! I had this happen. Very poor training and no help will cause many problems

63. AnonymousSeptember 10,2023 at 4:06PM UTC

    So you're saying your training was poor? What did you do to remedy your poor training?

64. AnonymousSeptember 10,2023 at 6:26PM UTC

    In my case (all those years ago) first I questioned every stakeholder involved in the work. After getting what i could from insiders, I chased down the details of the processes, systems, tools, and reports (for example, i chased down the meanings of numbers and codes that were used in the reports)- and then the work had to make sense. I put together reworded controls and process flows. In other words, I pulled rather than waiting for someone to tell me everything.

65. AnonymousSeptember 10,2023 at 7:55PM UTC

    He has done nothing to help himself besides complain about multiple people and take no notes. We offered training solutions and he refused them. I am also not a babysitter.

66. AnonymousSeptember 11,2023 at 1:15AM UTC

    That was my question as well. What was done to customize the training to help the employee? After that was exhausted, then it’s fair to say it’s not a good fit.

67. AnonymousSeptember 14,2023 at 10:57PM UTC

    There are places that don't like new hires because new people mean less overtime and the incentive to train with say, step up pay, doesn't exist. Training just makes more work for the tenured employee.

68. AnonymousSeptember 15,2023 at 12:00AM UTC

    We are salary so no overtime.

69. Michael DevoeSeptember 10,2023 at 3:18PM UTC

    He’s a narcissist. Destroy him

70. AnonymousSeptember 11,2023 at 8:34AM UTC

    I put it to you, given some of the infantilising ableist comments, that you have no intention of training this man properly. It rather looks to me like he isn't trying to "get you fired" at all and you have simply become paranoid. You are the manager and therefore should have adequate knowledge of the role to be consulted about it by new trainees. But instead of simply doing that and creating a paper trail (which requires effort), you want to make it his fault that he finds your instructions vague. Whilst I appreciate that asking you provide more details gives rise to insecurity, you really shouldn't be blaming your feelings on someone who has simply come to get on with their work. And in answer to a previous comment I have seen on here: no, motivation and self respect are not "narcissism" since narcissism involves having no commensurate achievements, nor is having a good level of prior education being a "prima donna". It's something you don't like because it clearly demonstrates that there is nothing wrong with the aptitude or conscientiousness of the person you are scapegoating. The bare minimum is to give him a list of concepts that he should be learning so that he can research them himself, if your intentions are sincere.

71. AnonymousSeptember 11,2023 at 6:22PM UTC

    I appreciate the feedback. He does not research anything himself. He has little to no computer skllls and lied in the interview that he did. Yes, he is trying to get me fired as he went to my supervisor instead of speaking to me.

72. Wanda ShawSeptember 12,2023 at 12:13AM UTC

    No computer skills? That alone would be a reason to show him the door.

73. AnonymousSeptember 14,2023 at 2:26AM UTC

    It's been my experience that people who expect/demand step by step instructions/spoonfeeding/handholding/too much training are not good hires. I've never had a job where I was trained on everything I needed to do. It might be appropriate to make sure an entry level employee who'se never had a corporate job before is well trained, but beyond that these people who can't get by without being told specifically exactly what to do in every situtation are no good.

    I don't know that he is trying to get you fired or that he isn't, but I hear what you are saying because these people do exist and they need to be let go as soon possible as they are a waste of everyone's time.

74. AnonymousSeptember 14,2023 at 10:55PM UTC

    There are actually programs that no courses outside of industry exist for and must be taught over the shoulder and can take a considerable amount of time to become proficient. See: microkeys et al

75. AnonymousSeptember 15,2023 at 5:35PM UTC

    I agree but taking notes while being trained is key. Not making notes about your manager being awful lol.

76. AnonymousSeptember 12,2023 at 8:39AM UTC

    There are many different types of computer skills. I find it implausible that he has none whatsoever in this day and age.

    Going to your manager instead of you seems a last resort to persuade you to cooperate and train him, rather than get you fired. But if you'd really prefer to be fired instead of training him: not his problem.

77. AnonymousSeptember 12,2023 at 3:27PM UTC

    My manager at a previous job hired the first person he interviewed because we were swamped and he could not invest the time to properly interview and hire someone! Um the work is still gonna be there lol And hiring a subpar person is not doing anyone any good. This guy that was hired called in on the Friday of his first week! His excuse was that he was moving. Should’ve had that figured out ahead of time! He kept calling in with excuses like that his entire employment of 8 long months! He was also a major slacker and pretty much stopped working when my manager left for the day. I reported a couple or a few instances and then just let him hang himself. The last time something similar happened I ended up looking like the bad guy for “tattling.” We were a small department of 3 people so if 1 person is dragging us down it’s noticeable! Anyway, this guy called in so much the one time I needed to call I’m sick he had called out too! I didn’t know til the next day when my manager told me and I felt so bad! But of course it wasn’t my fault at all since I hardly ever had to call in. He even tried to claim mental health issues and took like a week or so off right after another employee had to. It was highly suspicious and I doubt he had a doctor’s note or anything. I just know they were afraid to fire him because of that. But I have had mental health issues and always had a doctor’s note and followed the appropriate protocols for medical leave. Eventually the guy was finally fired after 8 long months. So there we were short staffed with a huge workload again but I couldn’t have been happier!

78. JoanneSeptember 16,2023 at 6:57PM UTC

    DOCUMENT EVERYTHING. Start a notebook of every interaction, notate the time, place, and method of communication. If you have a meeting and something is said, good or bad for you, follow up with that person via email with something like. “I walked away from our meeting with the mutual understanding that blah, blah. If you’re worried he’s poisoning the water get your ducks in a row now to protect yourself moving forward.