Readers' Comments
Total Comments: 19
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Using the Probationary Period Effectively
Total Comments: 19
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December 2, 2008
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Supervisors Under Probation
EPA
Mon Mar 17, 2008 9:13 AM
Post Reply
Supervisors who are new to their jobs and supervision are also under a one year probation. It behooves the senior managers to also train the supervisor to ensure proper procedures are followed. Too bad this Agency has a select few poor managers who abuse thier power and destroy employees and supervisors who point out their abuse.
Even when the agency loses an EEOC case, they still continue to create a hostile work environment; discrimination; and harassment.
Using the Probationary Period Effectively
Government Contractor
Mon Mar 17, 2008 9:48 AM
Post Reply
I completely agree with Phil's comments. The probationary is the one time that the Federal manager has the opportunity to remove an employee who is not working out without a ton of red tape and appeals. However, every manager should be using the probationary period effectively with the measures Phil has stated. I just can't believe the number of instances where a non-performing employee gained career conditional status simply because the agency and supervisor did not take the necessary actions during the probationay period.
Re: Using the Probationary Period Effectively
Treasury
Mon Mar 17, 2008 12:40 PM
Effectives of MSBP Decision
DOI
Mon Mar 17, 2008 10:25 AM
Post Reply
What effect do you think the fairly recent MSPB decision from Van Wern has for managers?
Re: Effectives of MSBP Decision
Phil Varnak Associates, Inc.
Tue Mar 18, 2008 11:30 AM
Re: Effectives of MSBP Decision
Anonymous
Thu Mar 20, 2008 8:55 AM
OPM changed their regulations shortly after this report was issued, which criticized them for not yet complying with VanWersch & McCormick.
You can also find a report that discusses the effective use of the probationary period on MSPB's website. http://www.mspb.gov/netsearch/viewdocs.aspx?docnumber=224111&version=224330&application=ACROBAT
SORRY BUT THIS IS A DREAM!
DON
Mon Mar 17, 2008 12:09 PM
Post Reply
New employees do not get any of the things that are discussed in your articile. In fact they are at a lost when they check in. It would be wonderful if they did.
I have over 25 years with federal service, & have never seen a supervisor/manager do the things you discussed. Maybe because we are big orgs & management does not enough time.
At our location. When new personnel come aboard it is the fellow employees that take the new personel by the hand & walk them thru the 37 different systems, security requirements, timekeeping, training requirements, & encourage them to come back & talk with us.
We let the new personnel know where all the different stuff is, locations of on-line files, directives/orders, & forms. The managers/supervisor never have the time.
Most Managers do not realize that an employee is not working to standards until he is here for 3 or 4 years & by then the individual is transferring somewhere else and getting a promotion because of management.
Re: SORRY BUT THIS IS A DREAM!
Phil Varnak Associates, Inc.
Tue Mar 18, 2008 12:24 PM
One factor was similar at all installations -- a strong union. I believe that strong unions make better supervisors because they know the union will make sure they do the job correctly. In fact, many labor-management contracts provide similar procedures.
Well
VA
Mon Mar 17, 2008 12:38 PM
Post Reply
With regards to probationary emploees:
When in doubt, throw them out!
Re: Well
DOD
Fri Mar 21, 2008 3:15 PM
pipe dream
opm
Mon Mar 17, 2008 2:49 PM
Post Reply
This all sounds great on paper. In my agency I've seen supervisors do all the right things--document, use performance improvement plan, counsel, retrain, mentor, etc during the 90-day period. But, when the decision was made to not keep someone, HR would not allow the removal of the employee. This is especially egregious, in my opinion, since this person was hired under the 2-year internship program. Instead, HR told the supervisor that the employee had to be kept for the two years and then not converted. How is this effective and how is this a good use of resources. It's not fair to either the agency or the employee. We have an ineffective employee who is getting paid while not performing and won't he be surprised when he doesn't get converted at the end of the 2 years.
Mentoring
DOD
Tue Mar 18, 2008 5:38 AM
Post Reply
There are many failures that I have noticed over the years.
1) Managers often hire in order to just make their empires bigger or justify their management position not because they can define a full time job for the new hire.
2) Employees that work together form cliques and resist new, younger hires into their team (really a clique).
3) New hires often express dissatisfaction with their job before they have even begun to learn that job.
4) Mangers rarely prioritize helping a new hire with carving out a career path especially when that path might include a change in managers to broaden the new hire's experience.
5) When young employees ask for help they are usually given a task to do or a short term elevation to importance but both come to an end and the employee's situation remains unchanged.
6) Many young people make the mistake of sounding like their rank is more important to them than the mission.
7) Team members are often the mentors but they receive no training in mentoring.