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Has anyone else begun to resent data science?
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My first year I tried to hand hold underperforming staff no matter what. It was terrible. I now invest time in staff it makes sense to invest time in. Those who repeatedly fail to show return on my time investment, I have learned to cut losses and just do work myself. It’s a business decision at the end of the day. Have to CYA.
I am still nice to them and more than willing to train them if they seek it out. But just can’t spend half my day trying to make them want to learn
I have similar situation. Mine is not Senior but about to be promoted. The junior constantly make careless mistakes/typos in the deliverables ( for example, copy paste error, forget to change 20 to 18, sending results without cc other team members and more) we been reminding him for months and told him to double check his results but no improvement and what he told us is he double/triple checked and he couldn’t find those mistakes/typos. We can’t always clean after him so we let the him roll off the project
I’ve already brought up my concern with my Director and they’ve let me know they support my judgment of the team member’s abilities as a Sr DA but to continue trying and keeping my director in the know. In the meantime, the rework going to this person is now falling back to either myself or me taking someone off another assignment to help get deliverables across the finish line. I can appreciate this may come with the territory of more responsibility but how do you know when to say “you should know how to do this” so it doesn’t extend my workweek 20-30%.
First let them know directly that they are accountable for the work assigned. Second let them fail and make sure they understand their failure. Third give them feedback. Fourth, give them another chance. Fifth, if they fail, stop assigning work and give that to others or yourself. Provide honest feedback and let HR handle it. Fifth is same as what you do today, except it comes directly to you/others on team. Hopefully you can find a project for this ordeal.
Have deficiencies been clearly communicated to employee with specific examples and expectations?
Have you agreed on tangible steps/action plan for employee to achieve the improvement?
Is the employee making progress on said plan and learning/improving?
If you haven’t done first two steps, it’s a management issue unfortunately not an employee issue.
VP1 they have been in the role for about 10 months, been on my vertical for about 6, and I’ve started reassigning work to other team members for about 2 months where needed. It probably should have started earlier but I thought it was just transitional as they got used to reporting to someone else. I probably could have noticed their work earlier as well but I assumed a level of competence that I’m sensing is not there. I’ve also gotten feedback from other junior DAs that they don’t feel like they can’t get answers from the Sr. DA on topics the Sr developed so a few have stopped asking and come straight to me after discussing among themselves. I’m actually very happy with their performance overall so if the Sr doesn’t progress and exits it would be relatively easy to promote one of them into the Sr role.
D1 Yes l, I have given them feedback. Yes, it is egregious. The examples I provided are 3 of the 7/8 responsibilities I want them to be better at but I started with these because they seemed like the ones that would be the least overwhelming.