In the time since we added a new staff member, I’ve noticed a number of operational and process issues that should be addressed.
- The new staff member appears to have no clear job description and spends most of her time sleeping or in the lunchroom. In addition, bathroom breaks are far too frequent.
- Existing staff seem to be spending most of their time training or otherwise assisting the new staff member.
- There is as of yet no clearly defined date when the new staff member is expected to perform productive work.
- Performance measures for the new position are unclear and undefined.
- The contract for the new staff member appears to be far too generous; no remedial action is allowed for the first several months and the staff member cannot be fired or laid off for a minimum of 18 years after the contract was signed.
As a result I have some recommendations:
- Any future increases in staffing should only occur if a business case can be produced to justify it.
- All new staff contracts should include a probationary period.
- Rather than train our own staff, we should seek to hire new staff who have already been trained by other organizations.
Unfortunately, it appears that the sponsor responsible for the hiring process is unwilling to accept these recommendations.
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