A reader writes: I have a new employee who is refusing to do some parts of her job. She hasnt done this with me directly, but when I left for a weeks vacation, I gave very clear guidance on what she should be working on. That included learning to use some of our equipment, practicing her job skills, and reviewing training videos with the team.
Unfortunately, while the other team members were focused on the training videos, she was watching personal videos on her phone. Each team member later told me separately that when they asked her to participate, her response was, No, Im not going to do it.
What should I do now?
Minda Zetlin responds:
Unless your employee is covered by a union contract, or a contract between you and her, you certainly have the legal right to fire her. Ethically, you have that right as well. When you hire someone to do a specific job, you can reasonably expect that they will do that job. The exceptions would be if you asked her to do something dangerous, illegal, or that violated her own ethics. Or, if you had unreasonable expectations for when or how much she would work, as in last weeks Ethics question.
Assuming none of that is the case, you can do whatever you choose. So ask yourself whats best for you and for your company, and also whats best for her. The answer will depend on why you hired her in the first place. Does she have skills your company needs? Do you see potential in her? Is she refusing to do these things because shes inexperienced and perhaps afraid of doing them badly?
Your next step should be to have a one-on-one meeting with her. Id begin by asking her why she declined to do tasks that clearly are part of her job. Id also ask about her future career goals both inside and outside your organization. Her answers will help you make an informed decision about what to do next.
Update:
The reader writes that they met with this employee one-on-one. I asked if she wanted the job, and she said yes, they write. I then listed the specific behaviors that needed to changeincluding refusing to participate and using her phone during work time. This was done firmly but with kindness, the reader says.
The reader also explained that the goal was to help this employee develop valuable professional skills. I made sure she understood the opportunity in front of her. The more senior person in her role earns more than $82,000 a year, and I explained that the training shes receiving could put her on a similar path at this company or anywhere else. The reader then printed out a list of the expectations this employee was to fulfill, and they each signed it.
The two met again for a follow-up two weeks later. By that time, her performance had improved dramatically. Shes now on week seven, and time will tell if she continues to grow into the role, the reader writes. But the kindly, structured explanation seems to have made a real difference.
Got an ethical dilemma of your own? Send it to Minda at minda@mindazetlin.com. She may address it in a future column.
