In order to participate in the GunBroker Member forums, you must be logged in with your GunBroker.com account. Click the sign-in button at the top right of the forums page to get connected.
dealing with a paranoid employee
callktulu
Member Posts: 3,451 ✭✭✭
One of my employees is clinically paranoid. At least in my unprofessional opinion he is, although I did get my undergraduate degree in psychology. Nothing is every his fault, and I'll give the most recent example. For this thread we'll call him "Mr. Curtis."
Yesterday he received administrative discipline in the form of a verbal warning for using the wrong promotional codes on our customer's product. While we (management) genuinely believe that it was an honest mistake and he didn't do it on purpose, at the same time he didn't purposely ensure that he selected and input the correct codes. When we conducted review of the events and facts with him, Mr. Curtis absolutely failed to EVER take responsibility for his actions (which is typical behavior from him).
For example, for over a month, a printed & laminated placard was taped not only to Mr. Curtis' his work station, but also to the computer console where one selects and enters the codes. The purpose of this placard was to emphasize the new promotional codes and generate awareness & the importance of them. Mr. Curtis says he saw the placards, but didn't pay close attention because they weren't placed "in direct line of sight." Then Mr. Curtis says it's not his fault he selected the wrong codes in the computer, because they were listed differently that all other codes. And to clarify what he's saying, all other codes are listed something like this: "product amount/product name/year." However, the person who originally input the codes into the computer (once again, because they were new for 2011 and very important) listed them as "YEAR/product amount/product name." Basically he made sure the "2011" was seen first in order to make sure there was no confusion with older codes.
Regardless of visual cues, Mr. Curtis went to the computer, scrolled right past the 2011 codes because he was looking for how they've always been listed. When he saw what he assumed was the correct code, he didn't think twice (or contact his Lead for confirmation, as directed to by SOP) and picked the one that looked correct.
When we administered his verbal warning and he knew there was no more "discussion" for him to try to convince us otherwise, he finally admitted that "maybe" he was distracted by everything else going on. Even though we know what else was going on personally, he forged ahead with more excuses, which are in regard to his DUI. He went to a bar and had one drink. Only he obviously didn't get what he ordered, because it had a higher alcohol content. His eventual conclusion: someone was trying to set him up. He was 5 minutes from home, so he decided to drive. While on his way, another car hit his, and these were the people who set him up. Again, his conclusion was that they must have thought he had deep pockets, so they spiked Mr. Curtis' 1 and only drink, and then ran into him, knowing the police would find him at fault and charge him with a DUI.
Sounds ridiculous, but to me & his manager, we're used to hearing this. For years he insists that when he goes on break, other employees go to his machine and make adjustments just to mess with him. That's why his production numbers are bad, since he's always having to re-adjust for someone else's prank. When we try to explain to him that it's extremely unlikely people have time to run their own equipment and walk over to his to fiddle with is, he says "It doesn't matter anyway. I know that after I input my production numbers in the computer at the end of shift, the production manager goes into the system and changes them. He doesn't do it here, but from his computer at home so no one sees him."
This behavior is the tip of the iceberg. There is ALWAYS someone else manipulating his data, adjusting his equipment, misplacing his tools, etc. Overall he's actually a competent and knowledgeable operator. But every 6 months or so he "gets blamed for something that isn't his fault." How do I get this guy professional help? In my opinion he needs large amounts of happy pills to balance his balance his brain juices.
Yesterday he received administrative discipline in the form of a verbal warning for using the wrong promotional codes on our customer's product. While we (management) genuinely believe that it was an honest mistake and he didn't do it on purpose, at the same time he didn't purposely ensure that he selected and input the correct codes. When we conducted review of the events and facts with him, Mr. Curtis absolutely failed to EVER take responsibility for his actions (which is typical behavior from him).
For example, for over a month, a printed & laminated placard was taped not only to Mr. Curtis' his work station, but also to the computer console where one selects and enters the codes. The purpose of this placard was to emphasize the new promotional codes and generate awareness & the importance of them. Mr. Curtis says he saw the placards, but didn't pay close attention because they weren't placed "in direct line of sight." Then Mr. Curtis says it's not his fault he selected the wrong codes in the computer, because they were listed differently that all other codes. And to clarify what he's saying, all other codes are listed something like this: "product amount/product name/year." However, the person who originally input the codes into the computer (once again, because they were new for 2011 and very important) listed them as "YEAR/product amount/product name." Basically he made sure the "2011" was seen first in order to make sure there was no confusion with older codes.
Regardless of visual cues, Mr. Curtis went to the computer, scrolled right past the 2011 codes because he was looking for how they've always been listed. When he saw what he assumed was the correct code, he didn't think twice (or contact his Lead for confirmation, as directed to by SOP) and picked the one that looked correct.
When we administered his verbal warning and he knew there was no more "discussion" for him to try to convince us otherwise, he finally admitted that "maybe" he was distracted by everything else going on. Even though we know what else was going on personally, he forged ahead with more excuses, which are in regard to his DUI. He went to a bar and had one drink. Only he obviously didn't get what he ordered, because it had a higher alcohol content. His eventual conclusion: someone was trying to set him up. He was 5 minutes from home, so he decided to drive. While on his way, another car hit his, and these were the people who set him up. Again, his conclusion was that they must have thought he had deep pockets, so they spiked Mr. Curtis' 1 and only drink, and then ran into him, knowing the police would find him at fault and charge him with a DUI.
Sounds ridiculous, but to me & his manager, we're used to hearing this. For years he insists that when he goes on break, other employees go to his machine and make adjustments just to mess with him. That's why his production numbers are bad, since he's always having to re-adjust for someone else's prank. When we try to explain to him that it's extremely unlikely people have time to run their own equipment and walk over to his to fiddle with is, he says "It doesn't matter anyway. I know that after I input my production numbers in the computer at the end of shift, the production manager goes into the system and changes them. He doesn't do it here, but from his computer at home so no one sees him."
This behavior is the tip of the iceberg. There is ALWAYS someone else manipulating his data, adjusting his equipment, misplacing his tools, etc. Overall he's actually a competent and knowledgeable operator. But every 6 months or so he "gets blamed for something that isn't his fault." How do I get this guy professional help? In my opinion he needs large amounts of happy pills to balance his balance his brain juices.
Comments
Put Mr Curtis on a plan that you explain up front as a policy.
Each time you have a verbal or written problem he approaches the need for help or ........ Your answer here.
Your employee is probably a nujob, but it is possible to have one's work sabotaged by a fellow employee.
I'd document his failure rate in percentage, then have a low key discussion about what constitutes incompetency. Being labeled incompetent at some future time, might scare the pants off of him and get him to pay better attention.
On the other side, people are people and have good days and bad days and are rarely perfect. I've had good results judging someones stress tolerance and keeping them a little stressed, but not too stressed.
Clinical paranoia often manifests as aggression. Sabotage isn't beyond the realm of possibility. I've know saboteurs, they generally do it to fill up a boring day and to exercise their superior intellect. Sometimes it is transparent, sometimes it isn't.
Should it be the latter, a leader might try a completely new tact to get the very best performance out of him by "genuine and constant praise" of his work and effort. (This, of course, would require that problem areas be handle with kid's-gloves as well.) This often works where the problem is one of low self esteem. At least, it might be worth a try for all concerned parties.
bless his heart, but bad things always happen to him.
the guys have started calling him "blackcloud".
While weird things do happen, I'm not making excuses for the other guy, sounds like he's an "Alibi Ike" who always has an answer why he's right and everyone else is wrong instead of, "I messed up, I'll fix it, it won't happen again."
I would concentrate on performance and production and document everything. If necessary I'd wave bye bye.
without those quals being met, theres nothing you can do to FORCE him to get help. you can gently urge him in that direction, but tread carefully. theres all sorts of potential pitfalls in deciding an employee is one or another flavor of crazy and using that decision to affect his work.
While weird things do happen, I'm not making excuses for the other guy, sounds like he's an "Alibi Ike" who always has an answer why he's right and everyone else is wrong instead of, "I messed up, I'll fix it, it won't happen again."
But this isn't a case of him making excuses/alibis. He doesn't say "The dog ate my homework" in order to get out of trouble. He really believes that the dog ate his homework!
Have you considered the possibility he's an alcoholic or junkie?
He's admitted to having drinking problems. But we've never seen the typical behaviors of someone drinking at or showing up to work. He's always sober here.
If the goal is b first or in the alternative c, whoever said "progressive discipline" had it right. I would add be very careful about documenting (as in, do not) his supposed mental illness. He does not, so far as you are concerned, have a documented mental illness.
Treat him like any other employee, document the heck out of your work oriented efforts with him. Also, review his hire package to ensure it is accurate and complete, that he actually signed off on all those "thou shalt not do this" crap we all sign when hired.
Finally, be prepared for some sort of curveball if you fire the guy.
quote:Originally posted by Riomouse911
While weird things do happen, I'm not making excuses for the other guy, sounds like he's an "Alibi Ike" who always has an answer why he's right and everyone else is wrong instead of, "I messed up, I'll fix it, it won't happen again."
But this isn't a case of him making excuses/alibis. He doesn't say "The dog ate my homework" in order to get out of trouble. He really believes that the dog ate his homework!
I remember one of those life lesson from my old man that actually stuck. I was young, maybe 8 or 9 and he told me, occasional bullchit is acceptable, believing your own bullchit isn't.
Maybe point out to the guy that if he actually believes his own B.S. he may have some moderately serious underlying problems.
Have him keep a wookbook, on paper, not on the computer. Have him document every task, time and date (even trips to the bathroom). Two edged sword, makes him review his actions and may support his argument. You may have to do a minor time, benefit analysis, my idea may not be practical.
Though I have to say while I was working a job where I was responsible for rather large sums of money, passing through numerous hands and ledgers, I kept a workbook just to cover my own rear end for years and years. I called it my alibi book.
He really believes that the dog ate his homework!
Say some men in black suits and sunglasses stopped by and were asking questions about him. [:D]
The nujob has been fired from two local business since and still hasent seeked help. Walking time bomb that still to this day blames me for his troubles. By the way I used to hunt and go on fishing trips with him previous to crack up and he was as normal as the day is long[?]
Find any reason, no reason or all reasons to get rid of this malfunction.
It is WORTH being sued, it is worth a trip to EVERY SINGLE employment law firm within 100 miles to tie them up (conflict of interest) preventing the fired employee from using them, it is worth the headaches, sleepless nights heartburn and drinking too much to forget.
Get rid of the guy.
He's admitted to having drinking problems. But we've never seen the typical behaviors of someone drinking at or showing up to work. He's always sober here.
It's impossible for me to even have a clue what the problem is, but you should be aware that there is no typical behavior for junkies and drunks. Many of them are expert at hiding it. It's not unusual for the junkie or drunk to be the best employee, until he falls apart.
If you have the time you should sign up for an ASAP course, or whatever they call it in your area.
Maybe a piss test will rattle him enough to shape up some.
quote:Originally posted by Riomouse911
While weird things do happen, I'm not making excuses for the other guy, sounds like he's an "Alibi Ike" who always has an answer why he's right and everyone else is wrong instead of, "I messed up, I'll fix it, it won't happen again."
But this isn't a case of him making excuses/alibis. He doesn't say "The dog ate my homework" in order to get out of trouble. He really believes that the dog ate his homework!
[:D]
Well Belt one was favored by the supervisor, belt three was a bit far away do it all mostly fell on my belt.
Dispite doing more work then the other belts the supervisor who was on prozak did not like us and her minions in the order starting area would make sure the large orders went to us and the small order to her favored on belt on.
The books would show a low order count for our belt and a high count for belt one. This would be taken in to the boss and shown. What was not shown was the fact that our belt had a drastically highter box count because larger orders required more boxes.
We were in fact doing much more work then belt one and taking out 90% of the pick up orders.
It's hell having a super who's out to get you for no reason at all.
And fiery auto crashes
Some will die in hot pursuit
While sifting through my ashes
Some will fall in love with life
And drink it from a fountain
That is pouring like an avalanche
Coming down the mountain
As far as getting him mental help as long as he is not a danger to himself or anyone else he can't be detained and evaluated by mental health professionals against his will. Usually you can't legally require it as a condition of continued employment. However security personnel should monitor him just in case he goes off the deep end.
Merc