The Issue: Despite training and informal coaching, an employee continued to under perform in his role. As soon as the manager tried to address this formally through the Company's performance management procedures the employee went off sick with a stress-related illness.
The Process: A supportive letter was sent to the employee asking to arrange a meeting to discuss the situation, as leaving it unresolved was not likely to help his recovery. The employee agreed and at the meeting he advised that he was diagnosed with type 2 diabetes two years ago, but hadn't told the Company as it had not affected his performance at work. However, being under constant supervision had made him feel stressed and his blood sugar levels had been fluctuating.
After much discussion the employee admitted that he didn't really have the experience to do all parts of the job for which he was employed, and was struggling to learn the new skills. His main concern was that he didn't think he could get up to speed quickly enough and was aware that there had already been a complaint from a customer about him. He stressed that until now he had an unblemished career history and was worried that he may eventually be dismissed for poor performance.
Consideration was given as to what training and further support could be offered and whether there were any other roles within the business. However it became apparent that the employee wanted to leave the Company and by the end of the meeting the employee verbally tendered his resignation.
Following a letter from the Company confirming the discussions, the employee confirmed his resignation in writing. It was agreed that the employee would be placed on garden leave for the duration of his notice period so he wouldn't be under any pressure during this period.
The Outcome: The employee left with his dignity in tact and the Company avoided approximately another three months of working through performance management procedures when it was already clear that the employee was not able to meet the required standards. The conversations were led by the Consultant from Effective People to ensure the Company was not exposed to a potential constructive dismissal claim and to prevent any allegations of disability discrimination or stress being made.
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