How do you utilize a person in your organization that isn't fitting where they are assigned?

2016-12-20T19:17:19-05:00

If you have someone assigned to your organization that isn't fitting well, do you give them a bad evaluation, fire them, identify where they can best fit based on the values and skills they have available, or something else (please share your "something else").

Response by LTC Private RallyPoint Member made Dec 20 at 2016 7:49 PM

2016-12-20T19:49:21-05:00

I try to find out what the person is passionate about and where they bring bona fide value. If there is not a good fit anywhere, I try to find them a home where they can bring the best value to the Army. Its a little more effort but a better solution for all involved.

Response by SGM Erik Marquez made Dec 20 at 2016 7:49 PM

2016-12-20T19:49:26-05:00

If they Can and have done the job, meeting thier obligations, yet we see a better position that needs to be filled and this Sm has the talent to do it.. USE THEM, reward as apropret.

If they are unwilling or unable to fulfill thier obligations in assigned duties then note that on evaluations, mentor and train till opportunities are exhausted, then move them to a position they can do no harm while you work seperation.
The caveat to that wold be if they were thrust into a position they are not equipped for, not trained for, not certified for by MOS or career field..if they tried but were unable to fulfill duties in this additional duty or odd assignment them no harm no foul.. Move them to an authorized assignment within their assigned specialty and move on.
If the unit needs a gynecologist, the commander may be in the legal athority to assign me to that position, but as Im neither trained, nor qualified to hold the position, my failure to look at that anatomy in the correct light and manner is not to be held against me... I may be personally familiar with the body feature in limited use and scope.., but that does not = the knowledge or experience to know what to do medically in the assignment of gynecologist..thus my failure should not be held against me.

Response by SSG Mark Franzen made Dec 20 at 2016 8:04 PM

2016-12-20T20:04:35-05:00

Well does he Have the MOS for that Job and I would try to Find him where he best fits based on his Knowledge . And If you see that he isn't working out call to couple other units and see If they could you him. I remember back in 1988 I came to unit and they had said they had my Job which I thought it was a Motor SGT job come to find out it was for a Clerk job being and I had told them I am a Mechanic and so said hold on Ill we will find you a Job while they were looking I was calling different units on base and I had to a SGM and he said Ill send someone down to pick you up. So they got there which was only couple minutes from there and I went told the unit that was trying to find me a Job I found one so that was it. I was put in a E7 Slot with 35 mechanics and 2 clerks best assignment ever wish never left. So Sir that what I would do.
SSG MARK FRANZEN
USA VET

Response by PO1 William "Chip" Nagel made Dec 21 at 2016 2:26 AM

2016-12-21T02:26:46-05:00

Interesting Question, Damn Good Question. Have I had Misfits. Oh Hell Yeah. Usually though they were Technical Gods. The same Mindset that makes a Good Technician doesn't always make a Good Military Man or Woman. Were they a Pain in My Ass? Yep, Did I reprimand them? Yep but I thought "You're Just Like Me You Obstinate Bastard". LOL!

Response by PO2 Private RallyPoint Member made Dec 21 at 2016 2:59 AM

2016-12-21T02:59:42-05:00

If they don't know their job well they should receive training or have a mentor show them things. If they just aren't fitting in because they are sucking the life out of everyone around them for hatred of their job and not conforming, well, you always have passageways and stairwells that need a good sweeping and swabbing. Also, someone has to fill up those sand bags.

Response by Maj John Bell made Dec 21 at 2016 3:42 AM

2016-12-21T03:42:59-05:00

1st question - Does the person have the desire to be part of the team? Their frustration at the mismatch may mask that desire.
2nd question - If they have the desire, what is the best match between their skills/strengths and the team's needs? Doesn't matter for what they were earmarked.

Response by Cpl Justin Goolsby made Dec 21 at 2016 8:38 AM

2016-12-21T08:38:54-05:00

It really all depends on whether or not this person is fireable. Most times in the military we're stuck with what we can get, but in the civilian sector we can drop dead weight easily.

Honestly, it all depends on the type of job. If I'm hiring a programmer and he's not fluent in any programming languages, he's not of any use. But say I'm just looking for manual labor. There are plenty of ways to utilize manual labor.

I'm not the type to give someone bad paperwork, but if I'm intending to fire someone, then it's inevitable. Personally, I'd try to utilize anyone at my disposal, but sometimes you do get the completely unmotivated people who don't want to do an ounce of work and just want to cash the paycheck.

Response by MSG Private RallyPoint Member made Dec 21 at 2016 10:11 AM

2016-12-21T10:11:47-05:00

As an example, if they can't do the MOS regardless of how much training and re-training has been conducted, and if their other skills include Admin and they are good at it, then they would become my office weenie doing DTMS, DTS, MEDPROS, etc. Otherwise, I would sit them down and find out if they want to reclass to something else and help facilitate that. Just because they aren't good at one job doesn't mean they are bad at others.

Response by SGT William Howell made Dec 21 at 2016 11:08 AM

2016-12-21T11:08:39-05:00

It is a bit ambiguous with "not fitting in". If this person is an officer I have no experience with what to do. If it is an enlisted I have seen it first hand. In Iraq we had people that were not suited for combat patrols. We found other places that they were able to fill. They worked the TOC, motor pool, and the S shops. As leaders it is our job to make the best of what we have to work with. Sometimes people need to be placed in positions that are above their pay grade...sometimes below. I have seen E-7s working the arms room while a SPC has been a team leader because that SPC was the better choice for the mission. Don't be afraid to prop up a soldier that has potential and don't be afraid to replace one that does not. Remember as leaders our first responsibility is to the mission above anything else.

Response by MAJ Glenn Bergeron made Dec 21 at 2016 1:50 PM

2016-12-21T13:50:29-05:00

I've always been a fan of the Skill vs Will model. I would suggest first analyzing where this person is on the matrix and only then chart both an approach and technique from there...

Response by SSgt Boyd Herrst made Dec 21 at 2016 7:21 PM

2016-12-21T19:21:48-05:00

I try to find out why. They don't fit in, maybe there's a personality clash..
maybe a different shift, section Alert kitchen or inflight for example.. I would first try to see what could be done so no move was necessary, save shift change section change as another resort..

Response by LTC Private RallyPoint Member made Dec 28 at 2016 4:07 PM

2016-12-28T16:07:02-05:00

This is a very good question that comes up much more frequently than people like to admit. I fully agree with SSG Palmer’s observation that “one size fits all” is not really the best way to go. But the question remains: what to do? The answer (although it may sound like a “cop out”) is: it depends. Primarily, it depends on what “isn’t fitting well” means, specifically, and it depends on the kind of flexibility you have in your particular organization.
People “don’t fit well” for various reasons. They may not get along with their co-workers – either because co-workers make it difficult for new-comers to become integrated into the group or because the person has values and mores that clash with those of the established group. People may be lazy, making it necessary for others to pick up the slack. People may be untrained, giving the impression that they are unable to handle the job. People may actually be incompetent, incapable of completing the tasks which are their responsibility. And still others simply may not have the particular skill sets and aptitudes to handle their specific job.
The list can go on and on. But given the fact that 98-99% of the people will do a good job if given the leadership, the training, the skill set, and the opportunity, I would list “fire them” at the bottom of the list. Not that it can’t be done. I’ve had to do it a few times. But it should be your “rock-bottom” last option.
The first thing I would do would be to make that “isn’t fitting well” much more specific. What is it – specifically – that is hampering the “fit”? This is key, because it opens up subsequent options. The next options depends on the degree of organizational flexibility that you have.
Is it a skills problem? Then teach the person the skills or have someone teach the person the skills.
Is it a knowledge problem? Then have someone (or some institution) provide the required knowledge.
Does the person have problems in acquiring the skills or the knowledge? Then you need to determine whether the person meets the basic requirements of the position. These might be anywhere from physical dexterity issues to social dexterity issues to mental dexterity issues. There are tests available (for starters, you might want to read “Discover What You are Best At” by Linda Gale) that will provide some insight and guidelines as to where a person is strong and where the person is not so strong or simply weak.
The tests, by also identifying areas of strength, will also give you an idea of where the person might best be put to use. At one time, I had a problem of 18 poor performers in one of my departments with a total staff of 83. I decided to try the test route first. All 18 turned out to have good to great social skills… but they were in a department that primarily required numerical and calculation skills. Fortunately, I had the flexibility of moving them to another department (where I had staffing needs) under my division… which was more focused on “customer service” type functions. They all performed admirably at their new jobs.
If there seems to be a consensus that the person has an “attitude” problem, it will be worth your while to find out what is actually causing that problem. Many times, there are non-job related issues that are affecting the person’s attitude at work. Being able to understand that goes a long way towards solving the problem. With about 5% (and growing) of the workforce using drugs, it might also be worthwhile to inquire along those lines. Finally, look into possible leadership issues in the person’s chain of command. You would be surprised at how many times a “problem person” is really a “lousy leader” trying to cover up his or her poor skills as a leader and inability to motivate a workforce. Along these lines, I had a few non-performers with alleged “attitude problems” in a particular section at one point. To make a longer story short, the problem was resolved by permanently removing the supervisor and getting a new leader to synchronize and focus the group.
If you’ve tried everything else and the person – for whatever reason – either refuses to “play ball” or says he or she will change, but doesn’t, then you have no option but to fire the person. Make sure you document all the instances of non-performance (and ONLY non-performance) that support your decision. Also document the times you counseled the person and made specific recommendations and/or reached specific performance agreements (and attach the documentation of THOSE meetings and agreements, to include any evaluations in which the non-performance was indicated), and then fire the person.
You will note that the “giving them a bad evaluation” option was not really discussed. That is because giving them a bad evaluation is not an independent act. It should be the result of various counseling sessions, documented as to content and results. The evaluation then merely summarizes things you have discussed previously with the subject of the evaluation. Besides, giving someone a bad evaluation doesn’t really solve performance problems. It just documents them (if prepared correctly).
Since you include the “fire them” option, I have to presume that this involves a civilian environment (since you can’t exactly “fire” military personnel). So it is important to check with your legal staff to insure that any actions you take are within the scope of actions that are “allowable”, as determined by employment terms, by existing policies and procedures, by local jurisprudence and by any contracts that may be applicable (to include union contracts, which usually have a “disciplinary procedure sequence” that has to be followed). The same goes for civilian employees of DOD.
Sorry for the lengthy post, but I wanted to make sure I summarized the subject with at least some detail.

Response by SSG Michael Fletcher made Apr 18 at 2023 12:08 PM

2023-04-18T12:08:50-04:00

No, everyone needs a chance I will train them the right way. And then if they don’t work that out to go.