Ask The Mediator runs twice per quarter in Dateline. Featured are real issues that UC Davis mediators are currently encountering in their mediations, as well as questions submitted by UC Davis faculty and staff.

Question: I supervise an employee who was hired recently to bring specific knowledge and expertise to our operations. Overall, he is meeting expectations and performing some parts of the job adequately (he passed his probation). But I'm getting really frustrated with him. There are certain standards of professionalism and job duties that he should be demonstrating, such as the quality of written reports, providing timely written work products, and so on.

For his position, these are basic expectations of the job. I shouldn't have to explain to someone at his salary and education level about those fundamentals. It is inconceivable to me that he doesn't know about these standards and expectations, so I can only conclude that he is unwilling or unable to perform up to the level I expect.

I've tried supervising him more closely (having him give me his calendar so I can see how he's spending his time, reminding him to put in a full workday, holding weekly meetings) as well as making friendly suggestions for improvements to his writing. But I can't imagine sitting down and explaining "professionalism 101" on something that anyone in his position should know -- I would be insulted to have someone do that to me.

This has been going on for several months, and it isn't getting any better. What do I do? Do I chalk it up to a bad hire and just end up with a substandard performer?

Answer: Okay, let's use the four "reflection questions" to work through this.

(1) What do you feel? You sound frustrated, annoyed and impatient -- maybe mad about hiring this guy.

(2) What do you think? You think he is performing OK in some areas, but his inadequacies are in areas that he should have mastered -- there should be no mystery about this part of his job. You think the employee would be offended to have you speak directly about these performance expectations, and, furthermore, you shouldn't have to articulate them. You think the employee's nonperformance is an expression of his incompetence or disinterest, and, in either case, is bad news.

(3) What do you want? You want the employee to perform up to standard. You want to stop feeling so exasperated with him. You want to stop feeling you have to supervise him so closely.

(4) What will you do to get what you want? As always you have five options -- A. Do nothing (say nothing directly but still be annoyed); B. Change the situation (assign him to other duties -- rewrite his position description); C. Change your thinking (let it go -- life's too short); D. Apply pressure (start corrective action or supervise him even more closely); and E. Engage in problem solving (tell him what you feel-think-want, ask what he feels-thinks-wants, and work out a way to both get your wants).

My guess is that using E at this point is most likely to address all your wants. I encourage you to give the employee the "gift of information" by explaining your concerns clearly and directly and immediately. So far you've only communicated to him about work hours and time management. It doesn't sound like you've told him exactly what's griping you. Don't worry about insulting him. You need to confirm that he really does know so you can tease out whether it's competency, resistance or unawareness of your expectations. And for that confirmation, you will need to be concrete, specific and direct.

If you're experiencing a challenging workplace issue, you can drop in for an informal chat with a mediator (and make arrangements for a private, confidential session, if that would be helpful). Also, mediation brown bags are held monthly noon to 1 p.m. in the MU Fielder Room. Upcoming brown bags are set for Dec. 10, Jan. 14, Feb. 11, March 10, April 14, May 12 and June 9.

Sally Waters is a senior mediator at UC Davis. Call (530) 752-9257 or see http://mediation.ucdavis.edu.