Question: How does a supervisor report staff mistakes without sounding like a whistle blower?
I am an HR and admin support staff member. I am burning out and demotivated!
I supervise the work and check reports of two staff. I have to constantly check and have the reports redone. If it’s urgent enough, I redo them myself. I am so tired of this. But if I ever bring it up to my manager that it’s getting increasingly difficult for me to get them to be productive without personally spending time on them, her comments and action on that feedback shows that she either thinks I am undermining them or that I am being overly critical. I am neither one and, to prove my point and not to seem like I have a personal agenda, I decided to forward the reports directly to my manager for her to get a realistic idea of these staff and weigh their feasibility. I wanted her to see that the time and effort I was spending on these employees was taking away my time and the quality of my work.
Overall, she is a very friendly and helpful person, and I suspect that her handling of the situation is due to the different cultures we come from. But I do need to understand how to approach and resolve this.
When I started, I was also a fresher to this field. But I got some brief training and I grew into the job without much trouble or supervision. One of these staff has already been here more than 6 months and the other around 5. I think that is more than a fair period for their training. I went all out to give them more of a long leash to get the hang of things without blowing my top, although I got very frustrated often. I even covered a few mistakes for them so they wouldn't lose nerve. I allowed them freedom to try their own hands in a few tasks, instead of insisting on following the existing procedures, AND have been encouraging and appreciative of even the smallest accomplishment.
In the first few weeks/month of their appointment, during a discussion when my manager was wavering on her decision to keep them, I was the one urging her to give them a little more time to get thorough! Looks to me like I am playing by every rule in the book but I am getting a raw deal!
Earlier, I handled all their jobs single-handedly and welcomed them and went all out to get them going, thinking they would be a help. But it has turned out to be much, much more stressful this way.
With other staff, I come across several employee issues/suggestions, which I consider my duty to report to the management for solutions and improvements. These are genuine employee concerns that I refer to. Since I am very approachable, people who wouldn't normally complain find it easy to confide in me. I am able to feel the pulse, so to speak, and can make a whole lot of things better … IF my manager would take me seriously. Right now, she cross-checks my feedback, which is fair enough. The problem is that she communicates with certain staff who are very good at misconstruing the facts. She believes them, since they are both senior to me and are smooth talkers, and my point is weakened.
Should I just clam up and keep with me all that I see and hear? Am I overplaying my role? I am so committed to making a difference that being quiet about things like this is not easy! -- Anonymous