I have a field staff member, Mr. Umesh, who has been working with the organization for the last four years. Earlier, he was a star performer and regularly earned many awards and incentives. At the time of the review, we offered him a promotion to manager, which he refused due to health issues. He informed us that he would continue to perform his duties as he is currently doing. Since we found no problem with him, we gave the position to the second-best candidate in the team and promoted him.
After some time, Mr. Umesh started complaining and expressed his interest in working as an area manager. We explained to him that it was not possible as the position had already been filled since he declined to step up and take the post.
He continued to remind us and followed up with us at regular intervals. Eventually, the company decided to divide the territory into two parts due to the increased volume of sales and business, necessitating two area managers. As a result, we promoted Mr. Umesh.
However, after the promotion, he distanced himself from day-to-day responsibilities. We began to receive complaints about him not fulfilling his duties, such as stockiest visits, market visits, and timely collections. He also avoided communicating with his immediate senior. Despite numerous reminders, his responses were delayed, and the results were not delivered on time or as required.
We attempted to talk to him and understand if he was facing any issues. We even offered him a transfer if he had any concerns, but he refused. When our management informed him that if he couldn't deliver results, he might consider resigning, Mr. Umesh requested to return to his old position and expressed his unwillingness to work as a manager.
In this situation, it is important to have a candid discussion with Mr. Umesh to address the performance issues and understand his concerns. It may be necessary to provide additional support or training to help him meet the expectations of his role. Consider reviewing the job responsibilities and setting clear performance targets. Ultimately, the decision on Mr. Umesh's future role within the organization will depend on his willingness and ability to meet the job requirements.
From India, Mumbai
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2After some time, Mr. Umesh started complaining and expressed his interest in working as an area manager. We explained to him that it was not possible as the position had already been filled since he declined to step up and take the post.
He continued to remind us and followed up with us at regular intervals. Eventually, the company decided to divide the territory into two parts due to the increased volume of sales and business, necessitating two area managers. As a result, we promoted Mr. Umesh.
However, after the promotion, he distanced himself from day-to-day responsibilities. We began to receive complaints about him not fulfilling his duties, such as stockiest visits, market visits, and timely collections. He also avoided communicating with his immediate senior. Despite numerous reminders, his responses were delayed, and the results were not delivered on time or as required.
We attempted to talk to him and understand if he was facing any issues. We even offered him a transfer if he had any concerns, but he refused. When our management informed him that if he couldn't deliver results, he might consider resigning, Mr. Umesh requested to return to his old position and expressed his unwillingness to work as a manager.
In this situation, it is important to have a candid discussion with Mr. Umesh to address the performance issues and understand his concerns. It may be necessary to provide additional support or training to help him meet the expectations of his role. Consider reviewing the job responsibilities and setting clear performance targets. Ultimately, the decision on Mr. Umesh's future role within the organization will depend on his willingness and ability to meet the job requirements.
From India, Mumbai
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I have come across this situation in my own organization. Upon investigation, it turned out that my employee, while very good in the field, did not feel comfortable with the added responsibilities. The solution was to provide him with external training, which took three months; his confidence built up, and he once again started performing. In fact, over the next five years, he was promoted several times and is now a Non-Executive Director of the company.
I relate this to you as I suspect your employee is also lacking in confidence regarding his additional responsibilities and is, therefore, in need of Management Training. I hope the above helps.
Regards,
Harsh
From United Kingdom, Barrow
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I relate this to you as I suspect your employee is also lacking in confidence regarding his additional responsibilities and is, therefore, in need of Management Training. I hope the above helps.
Regards,
Harsh
From United Kingdom, Barrow
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