[OT] What to do about a slowcoach

[IVP]

Hi all,

a friend has a small framing/laminating/etc business and employs 4
people. All are good at their jobs but one is persistently slow. He's
been there for 3 years

She's asked me for advice on how to speed him up. For example
he'd complete 1/2 the number of frames that another employee would
do in the same time. Quality-wise, no problem and he's a nice enough
guy.

A lot of the work they do is for individual customers so it's not like
you can hide a few of poor quality in a container load

Because it's a fairly skilled job cutting and assembling frames/glass/
prints etc she's reluctant to show him the door because of the time
needed to train someone new. In fact I don't believe she's ever
sacked anyone, relying on natural attrition to replace people

So, what sort of motivation/conversation/penalties/inspiration could
she look at to get his arse into gear ? I've suggested things like
performance bonuses or rewards but she feels that's not getting to
the root of this problem and doesn't want the extra paperwork
that would entail as she's already so busy

Similar dilemma, anecdotes anyone ?

TIA

Joe

---
This email has been checked for viruses by AVG.
http://www.avg.com

--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[Peter]

Hi Joe,

Has there been any communication meeting with the employee, to try to
find out some reasons?

Is there trouble in his personal life for example?

Was the employee always, this way or has it recently happened?

From my experience, if you look at the whole employee's behavior, and
try to ascertain if this is normal or out of character.

If it is out of character, then, I'd try to work with the employee, if
possible to help resolve what might be the issue.

My 2 cents.

Peter

------------------------------------------------------------------------
On 3/09/2017 12:17 PM, IVP wrote:
> Hi all,
>
> a friend has a small framing/laminating/etc business and employs 4
> people. All are good at their jobs but one is persistently slow. He's
> been there for 3 years
>
> She's asked me for advice on how to speed him up. For example
> he'd complete 1/2 the number of frames that another employee would
> do in the same time. Quality-wise, no problem and he's a nice enough
> guy.
>
> A lot of the work they do is for individual customers so it's not like
> you can hide a few of poor quality in a container load
>
> Because it's a fairly skilled job cutting and assembling frames/glass/
> prints etc she's reluctant to show him the door because of the time
> needed to train someone new. In fact I don't believe she's ever
> sacked anyone, relying on natural attrition to replace people
>
> So, what sort of motivation/conversation/penalties/inspiration could
> she look at to get his arse into gear ? I've suggested things like
> performance bonuses or rewards but she feels that's not getting to
> the root of this problem and doesn't want the extra paperwork
> that would entail as she's already so busy
>
> Similar dilemma, anecdotes anyone ?
>
> TIA
>
> Joe
>
> ---
> This email has been checked for viruses by AVG.
> http://www.avg.com
>

--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[Richard Prosser]

Hi Joe,
Is there any particular part of the process or workflow that he's
particularly slow at ? If there is, then a bit of retraining / support may
assist - show him that it's causing delays and suggest alternatives that
are quicker.

If he's just slow, but high quality, are some customers or jobs a little
less cost or time sensitive but require premium quality?

I'd suggest a quiet word with him anyway to try and figure out his view of
things.

RP

On 3 September 2017 at 18:10, Peter <***@westnet.com.au> wrote:

> Hi Joe,
>
> Has there been any communication meeting with the employee, to try to
> find out some reasons?
>
> Is there trouble in his personal life for example?
>
> Was the employee always, this way or has it recently happened?
>
> From my experience, if you look at the whole employee's behavior, and
> try to ascertain if this is normal or out of character.
>
> If it is out of character, then, I'd try to work with the employee, if
> possible to help resolve what might be the issue.
>
> My 2 cents.
>
> Peter
>
> ------------------------------------------------------------------------
> On 3/09/2017 12:17 PM, IVP wrote:
> > Hi all,
> >
> > a friend has a small framing/laminating/etc business and employs 4
> > people. All are good at their jobs but one is persistently slow. He's
> > been there for 3 years
> >
> > She's asked me for advice on how to speed him up. For example
> > he'd complete 1/2 the number of frames that another employee would
> > do in the same time. Quality-wise, no problem and he's a nice enough
> > guy.
> >
> > A lot of the work they do is for individual customers so it's not like
> > you can hide a few of poor quality in a container load
> >
> > Because it's a fairly skilled job cutting and assembling frames/glass/
> > prints etc she's reluctant to show him the door because of the time
> > needed to train someone new. In fact I don't believe she's ever
> > sacked anyone, relying on natural attrition to replace people
> >
> > So, what sort of motivation/conversation/penalties/inspiration could
> > she look at to get his arse into gear ? I've suggested things like
> > performance bonuses or rewards but she feels that's not getting to
> > the root of this problem and doesn't want the extra paperwork
> > that would entail as she's already so busy
> >
> > Similar dilemma, anecdotes anyone ?
> >
> > TIA
> >
> > Joe
> >
> > ---
> > This email has been checked for viruses by AVG.
> > http://www.avg.com
> >
>
> --
> http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
> View/change your membership options at
> http://mailman.mit.edu/mailman/listinfo/piclist
>
--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[IVP]

> Is there any particular part of the process or workflow that he's
> particularly slow at ?

No. He's indistinguishable from any other worker, just slower

> If there is, then a bit of retraining / support may assist - show him
> that it's causing delays and suggest alternatives that are quicker

He does the job properly, as taught. My friend has run the business
for 30 years and knows the most efficient ways

> If he's just slow, but high quality, are some customers or jobs a little
> less cost or time sensitive but require premium quality?

Any other worker can produce the same quality quicker. I've seen
them at work and I'd say that all (except him) aren't making a special
effort to be fast, they just get it done in a timely manner

As she said to me today, his slowness is pissing her off now,
particularly as he's slipped back into his old ways after a pep talk
last year

---
This email has been checked for viruses by AVG.
http://www.avg.com

--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[David C Brown]

Piecework? Pay by output rather than time.

__________________________________________
David C Brown
43 Bings Road
Whaley Bridge
High Peak Phone: [phone]
Derbyshire eMail: ***@gmail.com
SK23 7ND web: www.bings-knowle.co.uk/dcb
<http://www.jb.man.ac.uk/~dcb>



*Sent from my etch-a-sketch*

On 3 September 2017 at 03:17, IVP <***@clear.net.nz> wrote:

> Hi all,
>
> a friend has a small framing/laminating/etc business and employs 4
> people. All are good at their jobs but one is persistently slow. He's
> been there for 3 years
>
> She's asked me for advice on how to speed him up. For example
> he'd complete 1/2 the number of frames that another employee would
> do in the same time. Quality-wise, no problem and he's a nice enough
> guy.
>
> A lot of the work they do is for individual customers so it's not like
> you can hide a few of poor quality in a container load
>
> Because it's a fairly skilled job cutting and assembling frames/glass/
> prints etc she's reluctant to show him the door because of the time
> needed to train someone new. In fact I don't believe she's ever
> sacked anyone, relying on natural attrition to replace people
>
> So, what sort of motivation/conversation/penalties/inspiration could
> she look at to get his arse into gear ? I've suggested things like
> performance bonuses or rewards but she feels that's not getting to
> the root of this problem and doesn't want the extra paperwork
> that would entail as she's already so busy
>
> Similar dilemma, anecdotes anyone ?
>
> TIA
>
> Joe
>
> ---
> This email has been checked for viruses by AVG.
> http://www.avg.com
>
> --
> http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
> View/change your membership options at
> http://mailman.mit.edu/mailman/listinfo/piclist
>
--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[IVP]

> Piecework? Pay by output rather than time

I'd thought of that but often the output is a collaboration. Now I
think of it I'm wondering if she tends to put him to work framing
because that is to some extent self-contained and can be done
single handedly

So for example the other 4 could be producing a large batch of
point-of-sale posters and slowcoach is left to himself. Rather that
than have him slowing down a production line

But he is slow at whatever he's meant to be doing, which can affect
other people's output. Maybe she could disguise a targeted strategy
like piecework in a generalised and mostly concocted "improvement
scheme"

---
This email has been checked for viruses by AVG.
http://www.avg.com

--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[Lyle Hazelwood]

Not a solution, but a personal observation:
Some workers show up to "get it done", and some others seem to set the
workday plan at doing the minimum required to achieve a paycheck.

The problem is if normally productive employees observe this and adopt
the same practice.

It's really hard to motivate a team when there is a living example
getting paid the same for not giving a damn.
--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[Richard Pytelewski]

Been down this road a few times in my management career. If there have been multiple discussions and attempts to bring the problem employee up to par, then the best course is to decide how to separate the employee from the organization. That would be easier if the remaining employees also see the inequity of output.


If the remaining employees are hourly, and if enough of the remaining employees are amenable to temporary overtime, terminate the employee and have a group meeting to discuss next actions. The temporary OT might be appreciated by most so that would be a plus for the action. Hire another and train to relieve long term OT.


Best of Luck,


Rich


________________________________
From: piclist-***@mit.edu <piclist-***@mit.edu> on behalf of IVP <***@clear.net.nz>
Sent: Sunday, September 3, 2017 6:50 AM
To: Microcontroller discussion list - Public.
Subject: Re: [OT] What to do about a slowcoach

> Piecework? Pay by output rather than time

I'd thought of that but often the output is a collaboration. Now I
think of it I'm wondering if she tends to put him to work framing
because that is to some extent self-contained and can be done
single handedly

So for example the other 4 could be producing a large batch of
point-of-sale posters and slowcoach is left to himself. Rather that
than have him slowing down a production line

But he is slow at whatever he's meant to be doing, which can affect
other people's output. Maybe she could disguise a targeted strategy
like piecework in a generalised and mostly concocted "improvement
scheme"

---
This email has been checked for viruses by AVG.
http://www.avg.com
AVG 2017 | FREE Antivirus & TuneUp for PC, Mac, Android<http://www.avg.com/>
www.avg.com
Download FREE antivirus and malware protection. Tune up your PC, Mac and Android devices for peak performance. Surf safely and privately, wherever you are.




--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
PIClist, Microchip PIC<http://www.piclist.com/techref/piclist>
www.piclist.com
The PICList is a collection of people interested in the Microchip PIC processor.



View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist
--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[Allen Mulvey]

Slowness does not necessarily indicate a lack of enthusiasm.
A couple of times a year I work for my daughter and
son-in-law in their nursery. I plant herbs. I am, by far,
the slowest worker in the place so they only ask me to do
this one job each year. My crops always have 100%
germination and the plants are consistently uniform. My
other daughter is also one of the slower workers in her
workplace but she has only one working hand. Sometimes the
reason for the slowness is not obvious. Both of my hands
work as well or better than most. There is no obvious reason
for my slowness at this task. For decades I have trained for
precision not speed. Observe the worker and talk to him
about it. If he is lazy I would can him but there may be
more going on than meets the eye.

Allen

> -----Original Message-----
> From: piclist-***@mit.edu [mailto:piclist-
> ***@mit.edu] On Behalf Of IVP
> Sent: Saturday, September 2, 2017 10:18 PM
> To: Microcontroller discussion list - Public.
> Subject: [OT] What to do about a slowcoach
>
> Hi all,
>
> a friend has a small framing/laminating/etc business and
> employs 4
> people. All are good at their jobs but one is persistently
slow.
> He's
> been there for 3 years
>
> She's asked me for advice on how to speed him up. For
> example
> he'd complete 1/2 the number of frames that another
> employee would
> do in the same time. Quality-wise, no problem and he's a
nice
> enough
> guy.
>
> A lot of the work they do is for individual customers so
it's not
> like
> you can hide a few of poor quality in a container load
>
> Because it's a fairly skilled job cutting and assembling
> frames/glass/
> prints etc she's reluctant to show him the door because of
> the time
> needed to train someone new. In fact I don't believe she's
> ever
> sacked anyone, relying on natural attrition to replace
people
>
> So, what sort of
> motivation/conversation/penalties/inspiration could
> she look at to get his arse into gear ? I've suggested
things like
> performance bonuses or rewards but she feels that's not
> getting to
> the root of this problem and doesn't want the extra
> paperwork
> that would entail as she's already so busy
>
> Similar dilemma, anecdotes anyone ?
>
> TIA
>
> Joe
>
> ---
> This email has been checked for viruses by AVG.
> http://www.avg.com
>
> --
> http://www.piclist.com/techref/piclist PIC/SX FAQ & list
> archive
> View/change your membership options at
> http://mailman.mit.edu/mailman/listinfo/piclist

--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[Bob Blick]

Hi Joe,

People don't really change, so if he's aware of the problem, likely he can't do anything about it. He may just have a natural pacing.

So pretty much either accept him, or change his job.

Friendly regards,

Bob

________________________________________
From: piclist-***@mit.edu <piclist-***@mit.edu> on behalf of IVP
Sent: Saturday, September 2, 2017 7:17 PM
To: Microcontroller discussion list - Public.
Subject: [OT] What to do about a slowcoach

Hi all,

a friend has a small framing/laminating/etc business and employs 4
people. All are good at their jobs but one is persistently slow. He's
been there for 3 years

She's asked me for advice on how to speed him up. For example
he'd complete 1/2 the number of frames that another employee would
do in the same time. Quality-wise, no problem and he's a nice enough
guy.

A lot of the work they do is for individual customers so it's not like
you can hide a few of poor quality in a container load

Because it's a fairly skilled job cutting and assembling frames/glass/
prints etc she's reluctant to show him the door because of the time
needed to train someone new. In fact I don't believe she's ever
sacked anyone, relying on natural attrition to replace people

So, what sort of motivation/conversation/penalties/inspiration could
she look at to get his arse into gear ? I've suggested things like
performance bonuses or rewards but she feels that's not getting to
the root of this problem and doesn't want the extra paperwork
that would entail as she's already so busy

Similar dilemma, anecdotes anyone ?

TIA

Joe

--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist

[John Ferrell]

perhaps he/she is bored?  or distracted by the environment? Afraid to
make a mistake?

Hidden vision problem? Feels under paid?

May be doesn't really want the job and is pressured by outside forces to
stay there...

At some companies that is the route to becoming a manager....


On 9/2/2017 10:17 PM, IVP wrote:
> Hi all,
>
> a friend has a small framing/laminating/etc business and employs 4
> people. All are good at their jobs but one is persistently slow. He's
> been there for 3 years

--
John Ferrell W8CCW
Julian NC 27283
It is better to walk alone,
than with a crowd going the wrong direction.
--Diane Grant


--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/p

[IVP]

> How did your friend get on with this?

yes, sorry, I did mean to reply and thank contributors

She's had a word with him and he's promised to (try) and up
his game. She told me though that she doesn't quite believe that
and will whenever possible give him jobs that don't affect any
team output. He'll be more closely monitored in these solo
efforts and given a stern gee-up when necessary

She also asked about his plans in the hope that he may move
on but he's not planning to in the foreseeable future

So for the time being, he's been told, but her dilemma is still that
he does know his job, does it well (if slowly) and letting him go
and then having to train someone else up could have more of an
impact in the short-medium term than grudgingly keeping him

Because it's a small business she does like the staff to get on
together so finding a new staff member isn't as simple as it
would be in a larger firm

Joe

---
This email has been checked for viruses by AVG.
http://www.avg.com

--
http://www.piclist.com/techref/piclist PIC/SX FAQ & list archive
View/change your membership options at
http://mailman.mit.edu/mailman/listinfo/piclist