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THE QUESTION
A month ago, one of my direct reports submitted their notice to retire in six months. The problem is that they have pretty much checked out, mentally, of their job since then. They keep missing deadlines and, when they do submit their work, it’s sloppy. This means I end up having to do their work, which is the last thing I need.
It would be cruel to let them go before retirement, but if this were any other employee, I wouldn’t tolerate this behaviour. What should I do? How can I get this person to at least put in the minimum effort while they’re still employed by us?
THE FIRST ANSWER
Laura M. Muir, chief human resources officer, Polaris Transportation Group, Mississauga, Ont.
It is unfortunate that this is happening because I would assume that during their tenure, they were a focused and conscientious employee. The approach to managing this person should not be any different, whether they are leaving soon or not. After all, they are being paid to perform a duty to the best of their ability.
Because you are a leader and there are other team members, your tolerance of such behaviour can be discouraging to their own progress as they notice you constantly making up for this person’s inadequacies.
I would strongly suggest preparing an off-boarding plan outlining items that need to be handed off to others with clear timelines and tasks. If you do not have standard operating procedures yet documented, as a tenured person, it would be good for them to also prepare this as they are sunsetting out. You will have to meet regularly to build consistency as they are transitioning out and you will still hold them accountable for any shortcomings.
If the person continues with this conduct, despite the above plan of action, you now have a fair opportunity to openly discuss the matter and offer earlier retirement or a phased retirement. I personally have been in a similar situation. A phased retirement, where the person gradually decreases their work days, enables them to remain part of the team but still focus on their next chapter and well-being. It could help them with this transition.
Don’t forget to focus on your own mental health, as it can be quite consuming to lead difficult people. I would recommend reading Leading the Unleadable: How to Manage Mavericks, Cynics, Divas, and Other Difficult People by Alan Willett.
THE SECOND ANSWER
Bruce Sandy, principal, Pathfinder Coaching, Nanoose Bay, B.C.
Acknowledge this employee for the good work they have done in the past and how you could always rely on them for their punctuality and the fine quality of their work. Point out that you did not have to correct or do/redo their work in the past.
Indicate that you are concerned and that you have noticed that their focus, accuracy and productivity have dropped off significantly since they announced their retirement. Ask them how they are feeling and if there is any reason that their work habits have changed.
If the employee mentions that they have been struggling with stress and mental health issues, then, if your company has an employee and family assistance program, remind them that they can access the services of trained counsellors through this program. If the employee says they are experiencing health issues, then ask them if they are getting the help that they need from their primary and other health care practitioners.
If health and mental health issues are not getting in the way, ask the employee about their motivation and energy levels. Be curious if they still have the motivation to do a good job. If the employee answers “yes”, then say that this is encouraging and that they will be expected to meet all expectations of work quality and punctuality until their retirement date. If the employee admits that they cannot do this, then negotiate an appropriate earlier retirement date and transition plan. Get them to sign off on this and any agreed-upon early departure incentive payments.
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