When that staff leaves, your department will suffer the most first because he is the only person who has access and more info about the job.

Since company don't bother and cannot do anything, I will suggest stick it out for 1 year then run.

Add on

Your boss hire you to solve his problem

The way you are handling now beats the purpose of him hiring you

Instead, I would suggest you to come up with action plan

Inform your boss of your action plan and tell him to expect escalation from the fella

And you don't need your boss to intervene, just need him to stand on your side if that's happen

By doing so, you are making your boss to choose your side

Enlighten me, how is that no leadership skill?

Show case me your capabilities by telling me how to motivate a person who has wrong intentions in the first place?

the fella was eyeing on my job, now I came onboard, the fella doesn't want to cooperate.

the fella purposely shut me out from all meetings, discussions and correspondences.

what kind of leadership and motivation skill you talking about? I show the fella my nenen to motivate the fella is it?

To be honest, I can actually takeover the fella job, but not before some suffering late nights for 1-3 months to figure all those access that the fella locked me out of.

Yes very troublesome, but I can eventually takeover.

because the fella is incapable of doing the 40% of the job I am doing.

The fella feels threaten because the fella knows I can do the 60% work.

But since the fella locked me out of most of the access, I need to work very late nights and frustration of back log of work for 3 months to figure out the fella's work.

The fella reports to me in the org chart.

Unfortunately I am not the head of the department.

My boss is the head of dept.

So HR would need approval before I can act on warning letters.

Therefore, I wrote emails to document the fella's actions.

THen the fella went ballistic and went straight to my boss.

My boss balked and advised me to pull back.

I disagreed, but give face to my boss, I agree to pullback for 2 weeks to see what happens next.

- if there's org chart, then put it on display prominently so that others and other depts know who's who.

- warning letters, this should be issued by hr or hod. Not you. You report the wrongdoings to your immediate superior, and he (the HOD) issues the warning letter, with a copy cc to hr for inserting into personnel file. Further action and show cause letters by hr.

- there's a difference between a valuable employee and one who is trying to make himself valuable by being indispensable.

The latter type will sooner or later hold the company at ransom.

There's a saying that consultants hired to troubleshoot a company, will often advise that among the employees who should be sacked first are these indispensable employees - those who themselves and the boss think of them as indispensable.

Why? Because they don't have documentation, flow charts and whatnot that can guide any new recruit to take over easily.

Better to start things afresh at your own initiative and at your own schedule as these indispensable people will leave at the worst possible time.

"If anything can go wrong, it will, at the worst possible moment.”

Did you check whether he is related to your head of Dept or the owner of the company? It's difficult to change a troublemaker overnight. Need to use strategy. Without management support, it's very difficult to implement change.

This post has been edited by Gratitude2022: Dec 16 2024, 08:11 AM

What's your role there really?

Are you hired to solve the issue or are you trying to make yourself relevant?

Do you mind to show us your department hierarchy?

Your boss wasn’t wrong. You’re dispensable, but not the other guy.

Simple, since you claim you can do your subordinate's job (the magical 60% that he's holding the whole company ransom to), step up and do it. Change access rights, create new accounts, whatever.

Or if you find that it's too much work, just resign.

It would be pretty messy, why?

I will have to spend late nights, as a family man, something I am not willing to do.

Also I will have to be very confrontational, meaning, getting rid of the fella.

I am still in better terms with the rest of the team, removing the fella, I am not sure if the rest of team will rebel.

Useless managers blame staff.

Sound like an excuse in front of the management to be honest.

Boss hire you to manage the team, if you have doubt whether the team will rebel or not, you are not doing your job.

LATEST UPDATE

I had a heart to heart talk with the staff.

We agreed to fully cooperate.

We see a greater good from our team work as the Co needs our synergy as Co is facing many serious challenges. We can't afford to fight internally.

I will close the forum.

Thanks to lots of advice and prayers and thanks to the staff change of heart that we now enjoy a fruitful working relationship.

he opened another thread abt 51 yo as well

Thats why i dont bother to give proper reply to P dupes. They just spam cool stories in serious K to gain post count.

oh ghitu

So close it already

U telling me u were not a dupe before?

oh you so innocent.

If u have any issues about the rules here. Feel free to go invest and buy up K, then u can make all the rules as you go.

Till then, its the rise of new accounts.