Experienced team member

[stevewdewitt]

I have been the leader of my team for over 5 years. There were three members including me. We are very effective. Last year I hired two new members. One who is not very experienced. That person is doing great. The other has 25+ years of experience. The experienced person is not cutting it. I feel responsible and want to either get them up to speed or let them go. I have tried everything I can think of. I have tried mentoring, checking in often, getting status, giving clear expectations. 

It is difficult and I want to get rid of them. I feel like I am failing my team. I can’t afford to lose a team member. This person doesn’t show any emotion. When I ask questions all I get back is “ok”. I am probably over emotional in some situations. 

What do I do?
TIA
Steve

[mynewunit]

Write up his termination plan. How many days. What his production expectation is. Any metrics. Any deliverables.
Take it to your plan to your boss. If he approves, take it to the employee. Put it down in front if him and explain it. Then when you hit the last day. Let him go.

It will be hard if he only gets better. If he makes his numbers, he can stay.
The most common thing that happens is they get another job in the mean time. Wanting to get fired and collecting unemployment is a desirable outcome for a surprising number of people.

When the day comes, let HR or your boss fire him and any paperwork. You explain to the team why he let go and that you explained it all to him and he knew the day. Then they will understand that their jobs aren't in danger unless you are explaining to them that they aren't performing, or you actually tell them the day you would fire them.

Conflict isn't bad. It is good to show the team they don't need to carry the poor performers. If you and the boss agree, you aren't being vengeful, outrageous, or too demanding.

This is a part of growing.

[stevewdewitt]

Thanks for that. I have already scheduled a meeting with HR to put together the termination plan, we call it a "Performance Improvement Plan" or PIP, and talked with my boss several times. He is in agreement with the plan.

There has been improvement at times over the last year but it is not sustained improvement. When confronted with questions like "for what reason did you make a decision" he uses the "you told me to" phrase which is, in my mind, not taking ownership of the issue. This has happened a few times and it seems to be a pattern.

Again thanks very much. You have confirmed my thoughts.

Have a good day,
Steve