What to do with this employee?
 

I have an employee who I pay $25/hr. That is about $7hr. more than most apprentices in this (technical) field are paid. He's been "in training" for two years and still hasn't quite caught on.

He constantly reminds me how he should be making the "big bucks" that I make off of his efforts/labor (he is unmotivated and only puts out 100% when closesly supervised).

I don't want to fire him, as you all know, good help is hard to find, but I need to teach him a lesson. He only sees what has progressed in the past two years and didn't see what led up to this point (me working my ass off for the last 8 years/7 days wk. to get to where I am now).

Your ideas are appreciated.

Being the boss sucks.

Whats his job role?

Other employees appreciate the job and like what they have. This guy think he's the cat's ass (but he isn't worth cat crap).

He is a technician.

I'm thinking about cutting his hours way back in an attempt to humble him.

Can you talk to him? When I was doing the job of an apprentice plumber, I knew my place, and would have never thought of saying what he says.

Cutting his hours may work.

Bill

Nah. He just doesn't get it. He believes he's surpassed me in skill, therefore he should be making as much as I am. I regularly show him he doesn't have my knowledge, but that doesn't seem to register. I constantly tell him if he wants to "make the big bucks" he must go out and get new clients/jobs. He hasn't brought in any.

what type of business is it and is he the lead tech?

Talk to him. Tell him basically what you've told us. 2 years no progress, he's already well paid, etc.... Tell him he needs to grow into his current $$. Be prepared to move to the next one.

2 years and hasn't quite caught on?









Fire him today.

or I guess you could coddle him for another 2 years.

Give him Das Boot...

Toss him.

This only gets worse.

I have no tolerance for prima donnas.

Either change the person or change the person.

Talk to him - give him 30 days - give him some clear goals and expectations. Set an appointment today for 30 days out. When you get to that 30 days either cut him lose or come up with another set of expectations another 30 days out.

Short term issue. My guess is 31 days from now - if you are clear in your expectations you won't have to deal with him.

Better yet.. offer to help him find a job that matches his expectations....

He may find that for what he offers there is nobody out there who will pay him.. at all and certainly not at the rate you do... the penny may then drop that he has a decent job and needs to 'man up' to do it...

That may him a better employee than before...and if he finds somebody hat will pay him more then good for him and you can concentrate on somebody who wants to work with you..

Throw him to the wolves...
Give him difficult, crappy jobs and no support. Nothing humbles an apprentice like not having the knowledge and experience to finish a task.

Cut him loose. You can not fix broken people.

He will always perform below the mean. Save yourself the wasted energy and emotion.

Especially if being paid piece work or book time....

I almost agree. Find his replacement, then fire him. Everytime I thought an employee was irreplaceable, I was wrong. Quite often, the replacement will be better. The way you have described his attitude, he will quit for a better offer.

I'm afraid, with the info presented, that I agree. I also bet the rest of your employees will be ecstatic should you show Sparky the door..

Prima donas with no decipherable talent are the worst possible cancer in a work environment.

- x + = -
- x - = +

Chew his azz a bit. Maybe it open his eyes. If not e=mc2 :D

I'm a financial guy with several managerial years under my belt. In february, I took overall responsibility for HR because we had an "expert" in a director role and they needed me to just provide senior leadership. He had been there about a year.

This guy was constantly out to prove himself, taking things on and making decisions without my input trying to show he could act on his own. Despite months of coaching, nothing was working and he finally screwed up big time. He was always complaining about his level of pay even though he'd gotten promoted into the role and got a good raise at the time.

I fired him on Monday. Up until 2 weeks ago I thought we could still work through it. Now that he's gone and I'm going through his stuff I realize I should have fired him in June. He was behind on everything, coddling poor performers working for him, late on IRS filings, etc. My gut told me he was a screw up. My head told me he was a senior HR professional. Should have listened to the gut!!!!!!!!

shoot him in the head in front of all the other employees.............ARBEIT MACHT FREI!