We brought on a temporary employee in October, and she is still in a temp capacity. Since joining, there have been several ongoing concerns around reliability and professionalism. She has been late on multiple occasions, frequently requests to work from home despite that not being an option for this role (and something she was aware of when she accepted the position), and has missed communication for multiple days at a time on two separate occasions. Continued in comments.

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There are some things missing from your post. Since this person reports to you, have you met with her and provided direct feedback as to your concerns. Since those concerns appear to be repeated, have you provided her with formal, documented corrective action? Have you communicated that failure to improve and sustain improvement may lead to dismissal? Did you meet with your CHRO and discuss why he is converting her into a regular position when there have been communicated concerns? Something here just doesn’t make sense.

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Yes. I’ve met with her multiple times to correct the behavior. I’m speaking with him on Monday to discuss why he is converting her. There is something there that just doesn’t make sense to me. I cant figure it out.

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In those instances, she later cited medical emergencies and provided documentation; however, based on some due diligence, I have reason to question the authenticity of those documents. In addition, she has continued to be late to meetings and recently requested to work from home to assist a friend with a personal matter. This week, while my CHRO and I are both out of the office, she is expected to act as my backup. I clearly communicated that the expectation was for her to be onsite in my absence, and she has again asked to work from home.

I have raised these concerns multiple times with my CHRO. His perspective has been more lenient, largely because he believes her work product is strong. About a month ago, I shared that I am not comfortable having her on my team or continuing to have her report to me. At that time, he indicated that if that were the case, we would end her assignment.

However, I recently learned that he had a conversation with her about converting her to a permanent employee—without discussing it with me first—despite her reporting directly to me.

From both an HR and consistency standpoint, this is concerning. In similar situations within our organization, we have typically moved toward termination based on patterns like this. It’s also creating a perception of inconsistency and potential favoritism, especially since my team and I are aligned on the concerns.

At this point, I’m unsure how best to approach this. I want to ensure we’re being fair and consistent, while also maintaining credibility as HR leaders and upholding expectations for the team.

Would appreciate any perspective on how to deal with this.

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It could be the reason she’s favored so much because of nepotism.

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Is she through an agency? If so, you don't have to say a word to her. You let the agency know there are issues. They will offer a replacement, but they will deal with her.

I think there is some confusion is the comments as to her being a temp or contractor. There is a difference.

You need to have a chat with this guy who wants to convert her as there are fees. It doesn't sound as though she's worth it. If she's pulling this stuff as a temp, you don't want to know the stuff she'll pull if you hire her.

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I'd recommend restructuring the role to support the employee's needs and setting up a formal training plan and a formal mental health benefit program.

Never work in HR.

It is unlikely that she will improve if brought on as a regular employee. If she is through an agency, I suggest contacting them and informing them that she is not working out. The process is much easier now as a temp than it will be as a full time employee.

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