Struggling with Non-Performing Workers and Leadership Challenges in a New Section – Any Advice?

Hi, I am a supervisor in the electronics industry and have been handling overall production control. Things were going fine until I was transferred to another section. I've met a new set of workers, line leaders, technicians, and engineers under my control. My problem started when my manager demanded a high quota for my section. When I explained this to my group, they assured me that it would be achieved. However, during the actual process, some workers were unable to reach the target due to long machine breakdowns, and the technicians were not assisting them. I have already instructed my engineers to communicate with them, but no progress has been made. I have also personally spoken with the technicians, but these experienced workers do not seem to listen to the new staff in the section.

Addressing Non-Performing Workers

What should I do with these non-performing workers?

Enhancing Leadership Abilities

What kind of training do I need to enhance my leadership abilities, if any?

Considering Incentives

I am considering providing incentives; do you think this will work?

Thanks,

Engr. Robin
Supervisor

I guess people anywhere in the world are essentially the same when it comes to a few situations—like the one you are in now. 

Handling Non-Supportive Team Members

Coming to your query, you haven't mentioned your caliber or ability to handle the tasks in which you aren't getting any support. Usually, the best way to handle such a category of people is to be a hands-on person yourself—irrespective of the industry or function you are in.

If you can handle—at least to some extent—the machine repairs, I suggest you 'just get going.' When such people see a newbie giving orders, the usual tendency is to see it as a 'this guy is bossing us' situation and then respond accordingly. Hope you get the point.

When you notice a machine has broken down, instead of telling the maintenance staff "repair it," you can tell them "let's repair it" and lead by getting your hands dirty. If the guys are good technically, then their response will be to participate. If they aren't good technically, they will take advantage of it and let you do the work. In general, it's human nature to avoid or fear taking on anyone outside who knows 'his/her' job, something he/she should have been doing in the first place. After all, it could lead to redundancy if repeated, and the worst-case scenario could be: he/she will lose the job—it's as simple as that. And to the extent I know about the Filipino mentality and scenario, it should work.

To elaborate, you had mentioned rightly that you are treated as a 'newbie/outsider'—try ways to ensure that they begin to get the feeling that you are one of them.

So incentives may not work in this context at this stage. Once you prove yourself to them, incentives will take over as the performance-enhancing tool.

However, please don't expect miracles overnight with this approach—over time you will reach a stage where you don't need to tell anything—things will be just taken care of.

Regards,
TS

This is a very similar situation that I faced recently when I joined a project at a coal mine in Jharkhand. The company had deployed 120 HEMM for production, but only 30 HEMM were in good condition for work, while the rest were in the workshop for maintenance. Furthermore, every employee was showing their attitude and didn't want to work in an organized manner. Only a few employees had accepted and obeyed the decisions, resulting in a drastic decrease in production. We worked out and implemented some good policies (which I have listed below), and after 3 to 4 months, the company started making a profit from this project, with everyone showing interest in working.

You stated in your problem that machinery had not been maintained by the technicians on time. As you identified the root cause of not achieving the target, you should focus on motivating the existing workers rather than hiring or making any hard decisions.

You should work on the following points:

1. Conduct an Employee Satisfaction Survey (if there is any dissatisfaction, address it positively).

2. Implement policies for career growth (such as promotions, job rotations, training, etc.).

3. Involve every line supervisor and seek suggestions from senior employees in the decision-making process.

4. Foster a group culture in work and appoint a representative who can be held accountable and responsible (reward and recognize all group members if work is completed on time or ahead of schedule).

5. Implement management by objective policies.

6. Train employees by showing teamwork-related videos.

7. Set aside one day every week for meetings with every employee to understand their problems and provide solutions.

8. Create an environment where every employee feels at home.

9. Regarding maintenance, create a separate maintenance team (involving only three employees) to supervise all technicians and their supervisors, ensuring that all equipment is in good working condition. Also, involve them in preventive maintenance activities.

10. Lastly, ensure working conditions are healthy and hazard-free (organize monthly meetings related to safety and precautions).

Hi, dude, this process may take time, but after three to four months, you will see fruitful results.

I would suggest a "wait and watch" policy while providing training to employees. As you mentioned, machine breakdown is the biggest problem leading to a loss of productivity and the company's money. Here, there are two aspects to consider: process and people.

On the process side, you need to strengthen fundamentals to reduce downtime; otherwise, no incentive scheme will work. First, approach it from a people perspective, since you are new to this organization. Start by building relationships with the existing employees, greet them, and inquire about personal matters within certain boundaries. By doing so, you can integrate yourself into their group. Once this rapport is established, you can organize a workshop on TPM, a Japanese method of managing machines to reduce downtime.

People perform at their best when they are persuaded rather than pushed, especially when you are new to an organization with long-standing cultural practices. Therefore, don't act solely based on emotions; instead, focus on learning step by step and honing your personal leadership skills.

If you can effectively manage downtime in such a scenario, it will be remarkable, and you will definitely be recognized and rewarded by your higher management.

Focus on preventive measures rather than reactive solutions. In such situations, TPM will undoubtedly help in addressing breakdowns and repair issues.

Regards,
Raju Prasad

Hi everyone, I am very grateful for your responses, and I am taking notes on them. I just want to add a few things on how our management works:

Monthly Employee Evaluation

1. There is a monthly evaluation for the employees. I grade them based on their individual and group performance.

2. Feedback will follow a few weeks after the evaluation once the results are returned from the HR department.

3. What makes things worse is when they receive low results in evaluation, they tend to revolt.

4. There are existing incentives given by the company for top-performing individuals, but it seems they don't care.

5. I am slowly getting to know them personally so that I could understand their sentiments towards work and towards me.

For greater success...

Regards,

It's encouraging that you are following the comments of the members very closely and seriously—it gives a sort of 'incentive' to those who respond to such threads. Coming to your new details, just give these comments a thought.

## 3. What makes things worse is when they receive their low results in evaluation, they tend to revolt.

Comment: Don't you notice any connection between your Points 1 and 3? Basically, that's one way of conveying that they weren't taken into confidence when the grading was made. I suggest devising a way to take their inputs too when grading—but let it be clear to them that the final word is YOURS, since taking inputs doesn't mean allowing them to decide their own ratings. This method is a double-edged sword—it cuts both ways if not handled properly. If the rules don't permit you to involve them in the process before you send your report, find ways to do it informally.

## 4. There are existing incentives given by the company for top-performing individuals, but it seems they don't care.

Comment: You will be a better judge of this, but I have a feeling that YOU are left with a baby which was spoiled earlier before your entry into this group—maybe the earlier boss mishandled the scene, and you are facing the flak. Just look out for signs from this perspective. If indeed true, frankly you have a much simpler task at hand, since you already have an indirect/intangible benchmark to cross after which the team attitude ought to normalize.

Regards,
TS

Suggestions for Effective Leadership and Team Management

The above points given by Mr. Skhadir are nice. Additionally, I'm willing to add some more points as below:

- Always make a unique identity that helps to get the work done from the staff. Ensure that you are also one of them to achieve the targets set by your higher officials.

- Try to encourage the workers with small gifts if they bring any important quality issues.

- Ensure with them that you are supporting them if any other department heads question their work, etc.

- Always set targets with your subordinates who directly assign work to the workers. Be a part of that to give small ideas to increase the output. Regular awareness of the current scenario will be updated to help them understand the company's requirements.

I hope the above points will also be helpful in smoothly managing employees.

Regards,
Shiva