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1. I have 11 years of experience in Operations & Project Management.
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First years bombing major projects are either lazy or poorly coached. Two projects is hardly enough time to evaluate, provide feedback, and see significant performance improvements. Do you know how many people who “bombed” their first couple projects have turned into stars? A lot.
I think there needs to be more context. He could be underperforming because he’s struggling personally during these times? Also because he is not coached well? Maybe he is just not good at it? Variety of reasons is what I am saying.
I have worked with a lot of these over the past couple of years. I haven’t had any luck voicing my concerns to upper management- they literally never do anything about it and those people continue to enjoy getting the same paycheck other (competent) staff at their level get for a fraction of the effort. It absolutely kills morale and causes a ton of frustration and resentment from others, but the best thing you can do is leave them feedback (harsh but fair). Eventually they get enough from others, and if there eventually becomes a documented pattern of this then (maybe) HR will do something about it (usually not but maybe by then those people will realize how much they are hated and leave)
Maybe they just need better coaching or better mentorship? Aa for getting the same paycheck, do you want 1st year associates to demand a pay cut if they are underperforming or something? Don’t complain about their paycheck, it’s not like they are making partner money, they probably need the paycheck just as much as everyone else during these times
It isn't fair but it will work out. You will get raises and promotions and they will get laid off or coached out, or lower raises and slower promotions.
This unfortunately happens a ton the first year or two in public accounting when some associates are just not cut out for this, and we need to weed those people out. Honestly though, if you’re so overly concerned about this person, you’re thinking too small. Use it as an opportunity to show that you are a valuable contributor and can take on additional responsibility. Communicate with your CA or manager if you’re feeling burnt out though. Trust me, the mangers and partners are aware of this person, but it takes a lot of documentation to fire someone for poor performance, and two jobs is not enough.
I definitely understand that what seems so obvious and common sense to you, is not always the case for others unfortunately. If you can help the person learn and grow, do so. It will eventually be recognized that you are someone who can handle challenging people below you, or at your level, and in the long run, well past being an associate, it’s helpful. If he’s lazy and it’s a lost cause, other people will also realize this. Just try to focus on what’s best for you and your career, and try not to worry about those around you. I realize it’s hard when you feel like you have to pick up their slack, but in the long run it’ll be beneficial to you.
It’s a mixture of him being lazy and him being absolutely clueless. He just got into public accounting and I don’t think he has a good grasp that’s it’s not always a 9-5 job and you can’t just stop working once the clock hits 5:30. Between the two engagements he’s neither shown any improvement nor has he shown any interest in improving. He doesn’t ask questions and will literally wait until someone checks in on him to unload the fact that he doesn’t understand how to do most of what’s been delegated to him.
I know there’s more to the scenario, but I guess it’s getting to the point where his performance is affecting my workload and it’s frustrating cause he’s getting paid the same just to sit on his ass all day.
This is why it's in your best interest to try to help him learn - peer coaching can help, especially if you're doing the same tasks
Keep in Mind if you are first years you haven’t even had a single performance review yet. I’m sure he will be put on a PIP and given an opportunity to improve.