Greetings from Toronto.
From the Ask Tom mailbag:
I was recently promoted to supervisor. It’s been a challenge, but I definitely think I can grow into the role and learn to handle it successfully.
Before I was promoted, a new technician was hired. It has been almost 5 months since, yet he is still in training. That’s 5 times longer than any other new hire we’ve had. Other technicians who are working with and “shadowing” him in training continue to report that they do not trust his ability to proficiently handle his duties. With my own firsthand observation, I feel the same way. Had I been promoted earlier, I would have strongly objected to his hiring.
It’s always the same story: the job required a stronger technical background than he thought so it’ll take him longer, and he will continue to do his best to learn the ropes and gain the trust of the other employees. He cannot provide a timeframe when he thinks he would be ready.
If it were strictly up to me, I’d get rid of him. Keeping him diverts technicians and resources from other projects, costs the company his hourly wage, and most likely lowers our customer satisfaction ratings as many of our callers quickly pick up on the fact that he is “new” and unsure of himself. My manager, however, would prefer not to take that route, for fear of the consequences that can follow termination. Yet, I feel like he’s pressuring me when he says things like “He STILL isn’t ready yet? He’s been here for 5 months! Why is it taking so long?”
What should I do? Would I be justified in setting a deadline by which he must become proficient? When should I say “enough is enough?”
Actually, I am curious about how others see this. Please add a comment below. -TF