Or, at least he may be. Does anybody have experience with "saving" someone in this situation?
I got word late yesterday from one of my directs' direct that his supervisor (my direct) has been saying some *very* inappropriate things to he and others. Those would be *very* inappropriate things. The allegations include that my direct has kicked at least one of the accuser's peers and has also attempted to kick the accuser.
I've reported the situation to HR and to my manager, so the ball's rolling. I expect an investigation and, given this team's recently developed morale problems (I've been working with HR and corporate training to try to get to the bottom of the situation) I think that we'll find significant truth to the accusation.
Question 1: I have no idea where HR will land up on this issue. It could be anywhere from a letter in his file to dismissal. Frankly, I intend to lobby for significant consequences if the accusations are true. Has anybody out there had experience with turning around a person like this? If so, what worked -- and how long did it take?
Question 2: I have quarterly skip-level meetings with this team; the most significant complaint is that we're out of AA batteries in the warehouse. My manager also has grand-skip-level meetings with this team, he also has reported no significant issues. My policy is to listen and to give time to anybody who asks. One of my goals is to be approachable. It's true that I have no idea how long this (alleged) behavior has been going on, but... what am I missing? What could I have done to prevent this behavior -- or to have at least caught it sooner?
I feel horrible about this situation... for the accuser, for others that (allegedly) have been affected, for the accused, and for me (this guy figures -- maybe figured -- prominently in my plans for the future.) This guy gets things done (he's a nearly off-the charts High D) -- but it seems that the body count's become unacceptable.