Question

You close your office door and take a few minutes to breathe. Your meeting with David could have been a disaster in a dozen different ways. Instead, it actually went well. By emphasizing your shared passion for innovation you managed to establish a safe foundation for an open discussion. You expressed your concerns about David’s lack of reliability and together you outlined a plan for improvement. Although he wasn’t happy, David didn’t dissolve into one of his famous fits, and he committed to making the changes you agreed on.

However, you know your work is only half done. It was important to talk to David face-to-face, but now you have to document your conversation. Putting it in writing will solidify his commitment and allow for real consequences. Before outlining your message, you review your notes about David’s performance and make some new ones regarding today’s discussion.

David Federro Two years ago you arrived at PrinTech as the new Vendor Integration Manager, and it wasn’t long before you realized one of your programmers, David Federro, was going to be a problem. David is brilliant. In fact, your own reputation as a rising star in PrinTech’s management is partly due to the APIs David has created to enable client web services.

Unfortunately, David is far less reliable than brilliant. He misses deadlines, ignores phone calls, and no one knows when he will be in his office. You’ve found it hard to address these issues because David’s pattern of behavior was well-established before you joined the company, and previous managers gave him free rein as long as he kept producing high-quality work.

Several team members have told you they find David difficult to work with, describing him as surly and nonresponsive, and complaining that his portions of projects are consistently behind schedule. You suspect another programmer’s recent departure was partly due to the way David left her hanging on a project and publicly demeaned her when she confronted him. On the other hand, the quality of David’s work is universally recognized. Some key clients have asked that their projects be given to him, even though you occasionally have to make excuses for his failing to meet deadlines.

David’s performance over the past few months has been particularly problematic. He missed a week of work and was out of contact. He later claimed to be working from home but had not obtained prior permission. On another occasion, you had to reassign an important client’s project to a different programmer when it became clear David would not complete the job. You’ve come to the conclusion that David is on a trajectory where the problems he creates will soon outweigh the value he brings. Your boss, Amanda Paik, agrees but has made it clear she hopes you can keep such a talented employee.

i need : 1- buffer - neutral  

2- possitive - present news

3- suggestion / next step

4- closing - goodwill

Answer 1

As per the case mentioned above it can be assumed that David Ferderro is an asset for Printech which the company can't do without. Several factors make him irreplacable such as his excellence in creating APIs for the client services, his consistency in delivering high quality work to name a few. But essentially David has proved over time his inability to work within deadlines and maintain relations with fellow programmers.

In order to tackle the issue which can certainly snowball into a larger problem for the organization, several systematic steps needs to be taken into consideration for the long term benefit of the company. The following things can be performed:

• Empower adaptability: The manager must completely understand the capacity and capabilities of his/ her employees so that the best suited job is assigned.
• Stepping up worker engagement procedure: David's ability to perform in various domain efficiently must be verified so that his optimum performance can be incorporated in the company.
• Guaranteeing onboarding forms are as streamlined as could be expected under the circumstances.
• Giving helpful feedback and constructive criticism
• Putting resources into the buyer review apparatuses and innovation for the greater part of your workers.
• Dispensing with superfluous hindrances in the work environment.
• Offering open doors for proficient improvement and proceeding with instruction.
• Making bi-directional channels to draw in with worker input.
• Keep on nurturing your manager advocates.
• The worker's flexibility to talk his or her mind about the organisation is another key factor in representative maintenance
• Staffs must feel compensated, perceived and acknowledged
• Introducing monetary incentives as wll bonuses for good work so that employees feel recognized and appreciated.
• Giving health insurances to its employees as well as their families to accentuate the fact that company values their employees contribution

Ofcourse there can be a plenty of other HR options that can eb implemented to encourage employees to perform in a time bound manner, but the above mentioned points covers the most important ones.