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Wednesday, November 26, 2014

HRM | Problem in the Office

 
Sy Smith is not doing well in his job. The problems began to appear shortly after Sy's job was changed from a manual to a computer-based operation. 
 
He has tried hard but is just not doing well in learning to use the computer; as a result, he is having difficulty meeting performance expectations. 
 
As a 55-year-old employee with over 30 years with the company, Sy is both popular and influential among his work peers. Along with his performance problems, you have also noticed that Sy seems to be developing a more negative attitude toward his job. 
 
As Sy's manager, what options would you consider in terms of dealing with the issue of his retention in the job and in the company? What would you do, and why?

1 comment:

  1. As Sy's supervisor, you face a difficult but perhaps expected human resource management problem.

    Not only is Sy influential as an informal leader, he also has considerable experience on the job and in the company.

    Even though he is experiencing performance problems using the new computer system, there is no indication that he doesn't want to work hard and continue to perform for the company.

    Although retirement is an option, Sy may also be transferred, promoted, or simply terminated. The latter response seems unjustified and may cause legal problems. Transferring Sy, with his agreement, to another position could be a positive move; promoting Sy to a supervisory position in which his experience and networks would be useful is another possibility.

    The key in this situation seems to be moving Sy out so that a computer literate person can take over the job, while continuing to utilize Sy in a job that better fits his talents. Transfer and/ or promotion should be actively considered, both in his and in the company's interest.

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