Related Posts
More Posts
Do you prefer internal or external auditing? 📑
Finally found THE one, after over a year of searching and trying out at least 5 different ones!
A nice comfortable office chair.
https://ergochair.co/collections/chairs/products/ergonomics-mesh-chair-w-adjustable-headrest-and-armrest?variant=32511617597491
My criteria: mesh seat and back, arms, headrest
I tried cheap ones from Amazon. Expensive, second hand gaming chairs. Tried HM Aeron (second hand) and while I didn't like the bulk and the general design, I was sold on the mesh seating. I wanted to get the ErgoChair 2 from autonomous, but it doesn't have mesh seat.
AMA.
New to Fishbowl?
unlock all discussions on Fishbowl.





Mentor
You may not know the full story or the underlying reasoning for brining this person onboard - especially if you did not hire them in yourself. Document this as you would a normal employee and when performance review time hits bring your manager/director in and talk though the situation and ask them for advice on how to improve the situation since they know this person’s past history. You are not being paranoid but you may be projecting or over- dramatizing the situation unnecessarily. This person has no power to take anything away from you or ruin your reputation, job career etc. - but you do so tread carefully and treat the situation professionally and objectively. That is my 2 cents.
Thanks for this, you’re right. I am just going to keep documenting. I’m mostly worried I’m not escalating enough but as long as I have made my concerns known and have documentation I’m covered.
Feel free to tell me I’m being paranoid or unreasonable too
OP why don’t you talk to the director now?
If I was in your shoes, I’d first try to figure out what the director is thinking. Because to influence someone you first have to understand what’s already influencing them.
What about how they’re treating this individual is similar or different to how they’ve treated others? What’s motivating them to keep and protect this low performer?
I advise CEO’s on HR and team building. I’d be happy to chat further. Feel free to book a time in my calendar: https://calendly.com/hyperspace/meeting
Hi!
Focus on the facts:
- what are the goals for that new member of your team?
- what has their performance been so far?
- have they received all the official training to help them be successful in the role? Who trained them and on what topics?
- what has their feedback been so far?
- what specific resistance have they been giving? Think of some examples.
Then, schedule a meeting with your director to go through those facts, offer solution, ask for their opinion and then agree upon the next steps.
Also, make sure to have as many things documented as possible.