How to Address an Under-Performer

[u/DCF_ll]

I’ll try to keep this short, but give enough information to get useful advice. Basically, I’m a Lead Engineer for a manufacturing facility. I do everything from capital projects/expansion, maintenance projects, process optimization, utilities, etc…

The Engineering Team is spread out and I report directly to the VP at our corporate office. I have a Process Controls Engineer (let’s call him Brad) who had been reporting to a Process Controls Manager. The Manager is burnt out and leaving because he’s really good and everyone goes to him for stuff. He oversees several facilities including mine and gets calls 24/7. I was told that Brad will now become my direct report.

The problem is this Brad is a massive under-performer. He’s on a PIP right now. I’ve been on the up-and-up with this company they’re very happy with my performance and want to challenge me to get Brad performing. Brad is lazy, constantly on his phone, not a self starter, doesn’t understand the process flow of the plant, doesn’t like to leave his desk, cannot prioritize projects, frequently misses deadlines which delays my projects… I could go on and on.

Up until now I’d say Brad has been a peer of mine. I’m much younger (20 year age difference) and wondering for those that have dealt with a similar situation what’s the best approach? I’m thinking I take him out to lunch and just lay out the facts? Write down a list of things I’d like to challenge him to start doing and my general expectations? Make it clear how I’ll be evaluating his progress and what “success” would look like in his position. I feel like I can’t beat around the bush and just need to be direct, but also let him know he’s got my support 100% and I’m willing to help. Any advice or opinions?

[u/jlomba1]

Ask him why he’s underperforming. Most of the managers I’ve had had never asked for my side of story. Maybe he’s not happy with the job - help him find something else in the company that’s a better fit. Maybe he sees no opportunity for growth; or maybe there’s something outside of work that is affecting his performance; or in the past he’s not been recognized for his accomplishments.

Since COVID many of my company’s mid- and senior- management work from home a lot so there’s no engagement at the site. Us at the bottom see them as just looking at the numbers - the human connections aren’t relevant to them. Before COVID management knew everyone and we knew them more than just a face & name. They were very visible on the factory floor. Now we rarely see them and when they do show up I’ve heard a few times ”who are all of these new people?”

[u/sf_torquatus → u/jlomba1]

Ask him why he’s underperforming. Most of the managers I’ve had never asked for my side of story.

This is fantastic advice. In my experience a PIP is a way to fire someone while having insurance against a lawsuit, but I've seen it used in very dubious circumstances on otherwise high performers.

Of course I've also seen stellar employees fired for making the wrong mistake at the wrong time. And others who were either fired or moved from positions of authority if the wrong mistake was made several rungs down the chain. Point is, sometimes the situation is black and white, other times it's anything but.

[u/jlomba1 → u/sf_torquatus]

Another thing I’ve noticed is that management rarely tries to match an established underperforming employee’s skills or interests to another position that might better suit them. It’s more like “You’re underperforming so shape up or ship out” and “You didn’t take the initiative to look for another internal position” rather than “I believe that you might be a good match for this other position that needs someone with your skills”