How to Support a Slow Learner in Production Without Resorting to Termination?

Seeking Advice on Handling a Slow Learner in Production

I am the only HR in my company. There's an employee, A, who joined almost 4 months ago. However, it's been 4 months, and he is a very slow learner. We are a production company in Chandigarh with a TAT for the work we receive from clients. Employee A is very slow in production, and despite giving him several chances (verbal and written warnings), there has been no improvement. Additionally, he is introverted, rarely engaging with others or discussing his issues. Therefore, I am hesitant to proceed with termination. Can anyone please advise me on any activities or steps I should take to address this situation?

Give them some time, and they should improve.

You can also use better HR software to train your employees.

Hi,

As an HR manager, you need to understand his side of the story, the reasons behind slow performance - is it that he has not understood the process or is new to the industry, etc. Regular training or interaction with Employee A should help. Is he getting demotivated, etc.? Understand from him.

Regards,

Human Resource Management System, HR Software - PeopleWorks

You have written two things about employees: one is about their introversion and another is slowness in learning, both of which are personality traits. Apart from imparting education, educational institutions are expected to improve the personality of the students. However, beyond pumping knowledge into the heads of the students, our educational institutions do not do much. The result is that we have millions of unemployable students. You have selected one such person.

To a certain extent, this is a failure of the recruitment process as well. Did you conduct an IQ test? If not, then why? His slow learning surely would have been captured in IQ tests. Regarding his introversion, it is possible to gauge the introverted nature of the job candidate as well. Who was involved in the interview process and what questions were asked?

In which department does this person work? What are the views of his HOD? In what part of the job is he learning slowly? Has the HoD spent time improving his performance?

Formal Mentoring

This is where "https://www.citehr.com/160919-mentor...nizations.html" comes into the picture. Mentors help in developing the personality of their mentees. In contrast, training is conducted to develop a specific skill set. Building job-related skills cannot build a personality.

Thanks,

Dinesh Divekar

I appreciate Dinesh for his concise statement. Yes, you first need to speak with his immediate supervisor and understand what his comment or view is about this employee. I understand that someone in his department would have escalated this matter to you; however, does that employee clearly understand his roles? What was his statement when you called for a meeting with him?

As an HR professional, you cannot say that you do not want to terminate, as at the end of the day, the outcome matters. You will also be held responsible for his failure. Where is the hiring panel who qualified him, and what is their opinion on this? Finally, regarding his introversion, didn't you have an HR discussion with him? First, analyze the situation and conclude accordingly.

I respect the opinions of senior members here. However, what I can sense from your post is that you are not only unhappy about the termination process of the said employee, but somewhere you are clueless or upset about him and want to make things work.

Understanding the Employee's Silence

The crucial part here is he hardly speaks. It might be because of his personality, low confidence, family background, or any other triggering issues that you may not be aware of. You can follow the suggested process and collect feedback from his superiors, colleagues, team members, etc.

Postmortem of the Recruitment Process

The postmortem of how and by whom he was recruited without a proper assessment, etc., will help you restrict such incidences and tighten up your systems. But, if you as an HR want to take a step forward, please speak to him as a friend, mentor to understand what his issues or problems are. Is it a profile mismatch? Is he getting pressurized or are there any other personal reasons? Tell him that his underperformance and uncommunicative nature may make him jobless, not only in this company but also outside. Such a discussion could be a turning point or may not help, but give it a try before you conclude the matter.

Balancing Sympathy and Professionalism

I understand that no company can have a 'sympathetic' view beyond a certain point. But sometimes, as an HR, we have to prove HR as a 'Human Relations' department apart from a 'Human Resource' department.

Think about it, you are the best judge!

With best regards,

Vaishalee Parkhi

Understanding and Supporting Introverted Employees

In my view, it is difficult to provide a solution unless you understand the root cause. If you have hired him, I am sure you saw his worth during the interview. Being introverted or extroverted is a personality trait, and you cannot change it significantly. Introverted people often need encouragement to voice their opinions, whereas extroverted people can do so with ease.

You need to make him feel comfortable. Sometimes, the company culture can affect introverted people, making them hesitant to voice their opinions if they feel unappreciated. It would be beneficial for someone from his team, or you, to become his friend and encourage him to speak out. If he is not comfortable with his assigned role, consider training him or asking if he would prefer another role. Overall, it is the company's responsibility to support its decision and help this individual perform. As someone rightly pointed out, voicing opinions does not come naturally to certain people due to the fear of failure or rejection. Building confidence is key, and it will develop over time. Suggest some self-help books to build his confidence. I am sure he will turn things around.

Regards,
Satyabrata Dash

You have given him enough warnings and chances to improve, yet nothing has changed. If someone has a problem, needs to learn, or can't understand a particular process, they should come forward and communicate. When he was given a warning, he should have spoken to someone. I am sure he understands that his job is in danger. It seems he is unfit for the job.

Having sympathy is one thing, but it has no place in business. Not wanting to terminate him because he does not talk to people is not a valid reason to retain someone who can't perform and affects business and delivery. Therefore, just terminate him following the proper procedure.

Approach to Handling a Slow Learner in the Workplace

While we all need productive and efficient employees, I would hesitate to terminate this employee just yet. You need more information. He may have learning difficulties or other problems, such as family or socialization issues. You need to have a calm, rational discussion with him, outlining the problem and the potential consequences if improvement cannot be achieved.

I note that he has been given chances, so he cannot be unaware of the problem. However, throwing him out on the street with little prospect of finding a new job should only be a last resort.

Given that you are reluctant to terminate, I sense you want to try and do something to help this employee, and that is commendable. But unless you can get to the heart of the problem quickly and help him improve, management may have other ideas.

Be gentle and try to win his confidence, and gradually expand his horizons. Try to get one or two of his colleagues onside as well to provide him with a support network. Helping a fellow human being realize their potential is one of the most fulfilling things we can do.

Good luck, and let us know how it goes.

Hi All, thanks a lot, everyone, for giving your valuable views on this. When the employee cleared the interview test, there was no clue to us that he was a slow performer as he did very well in his test. He is one of the exceptional cases that have come up. I strongly agree with Vaishalee Parkhi and John, as I just don't want to terminate the employee only because he is not performing. He is very sincere; in other words, there are no behavioral issues, no issues related to punctuality, and he respects everyone. I just don't want to lose such an employee. I guess if I speak to him as a friend, maybe I will get to know the root cause behind his slow performance. If he improves in his production, there won't be any issues, and he can achieve success. Thanks a lot, everyone, for helping me with this case.

Regards,
Shaveta Soni