How can I motivate my mechanical tech to get his work done? 6

[flukeynub]

I'm an entry level mech. engr at a semiconductor plant and have been tasked with being the system owner for the site's HVAC (general and 3 cleanrooms) and their related water systems. Part of this is ensuring that all the equipment is operational and up to date on PMs.

As I am inheritting a system that has not been maintained properly, there is a lot of work to be done but I can't seem to get our mechanical tech (contractor) to stay on task and complete his work in a timely manner.

Does anyone have any advice on how to get him motivated without having to hold his hand through each task or going to the service contract account manager?

 

[FeX32]

I assume that he is sort of a mechanic and you are the maintenance engineer, just to make the terms more generally accepted.
If he is older than you; show him you are interested in his input on the design side of things, he will take it as a compliment and this will likely motivate him to do the job.
If he is younger than you; crack that whip as hard as you can


Fe (IronX32)

 

[MiketheEngineer]

Fire his butt!!

 

[pennpiper]

By
"(contractor)" do you mean he is (a) an employee of some other company and assigned to your site or do you mean (b) he is a Job-Shopper (hired through an Agency) therefore a pseudo-employee under contract to your company?

If it is (a) then contact his "Company" and ask them if they are interested in bidding on the renewal of the current Contract.
If they are then tell them their bid must include a different Representative for your site.

If it is (b) then go to your HR (Human Resources)and tell them that the current employee is not performing in an acceptable manner and ask them to set up a meeting with the Agency management to discuss a replacement. Also check this with HR, in most places you can fire a job-shopper without cause at anytime.

 

[MikeHalloran]

You call whoever manages the contract within your company and politely request a replacement. You should have someone the next day.

You shouldn't have to give a reason, nor engage in any confrontation.

You don't have to take crap from shoppers or contractors.

The sooner you react to this sort of test, and it _is_ a test, the less crap you'll get from the next contractor. ... and from the direct employees, too. They are all watching.




Mike Halloran
Pembroke Pines, FL, USA

 

[ash9144]

Fire contract company
Get new contract company

 

[msquared48]

Write a letter to the CEO of the contract company first, stating what you expect from his contract, and the fact that these items are not being done. Let him know in no uncertain terms that the existing contract will be terminated for non-performance and that the contract will be going out for bid unless XXX is not done in, say 30 days. If he wants the work, he will comply. If not, you have covered your a** in writing and can move on.

Mike McCann
MMC Engineering

http://mmcengineering.tripod.com

 

[MikeHalloran]

No, don't write a letter to the contract company, or even call them, unless you are the person who manages that contract. Your company is paying someone to deal with the contract and associated headaches. You are that person's customer, within your company.
Allow that person do the job.





Mike Halloran
Pembroke Pines, FL, USA

 

[patprimmer]

There is so much we don't know here re status, company structures, authority, lines of communication, cost vs work required and reasonable time allocation.

Any worthwhile answer depends on knowing such things as indicated by the great variety of answers any of which might apply to different circumstances.

Main points.

Are your requests reasonable given the price you pay for the service.

Do you have the power to replace him.

Is his issue motivation.

Is his issue lack of ability.

Is his issue to do with pride/status/alfa male type emotions.

Regards
Pat
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[bigTomHanks]

As others have hinted at, if at all possible you should pass the buck of "handling" this persons performance issue. These type of things should be dealt by managers because it is their job and they have the authority to implement corrective action if necessary. I would say something to management and if you think that they won't be receptive then you should set them up so they have to do something. Typically managers can't fix a problem unless there is a problem and they know about it. If you are taking the burden to coherese this person to do their job then the real problem many never get solved because the person would know that you do not have the authority to discipline or fire them. Now on the other hand if you have your plan in place and taken the correct steps to communicate what needs to be done and he does not do the work then when management comes to you asking why the work wasn't done then show them what you've got.

 

[msquared48]

Document, document, document, and in writing!

Mike McCann
MMC Engineering

http://mmcengineering.tripod.com

 

[dvd]

Make sure you understand what this person's job is and what the contract stupulates will be provided. Do you want them to perform tasks which are actually relevant to the operation of the system, or are you asking for new items that may be more related to your lack of experience and knowledge? If the tech is too busy urinating on fires to prepare reports, then you might want to salute his dedication to providing good service at the peril of losing his job. Also, determine whether you are this person's supervisor, if not follow through the chain of command.

 

[jmw]

It sometimes seems a good idea to pass the buck up the tree but management or HR are just as likely to dump it back on you and question why you can't manage the guy properly and if you are up to the job.
Involving Management or HR in anything is always risky because they can invert the situation so easily.

Look into the history on this.
Who had responsibility before you? What issues did they have and how did they try to resolve them? Why did they leave/transfer/get fired etc.?

Let's assume that you have already been round this with the guy a couple of times. You've tried being nice. You've tried not ordering him and he chose to regard requests as implying optional compliance. You tried simply telling him. He is being a jerk whatever you do.

Have an "unofficial" word with HR. Tell your boss you had this meet with HR.
This is a heads up but doesn't require them to do anything but it does show you are prepared to act, that you are having problems but you are ready to handle it yourself.
Ask about the guy's contract terms and job description etc.
Ask HR if you have the authority to simply fire the guy or if you have to jump through hoops first.
You don't have to explain because if they all see you investigating ways to fire this bloke they will ask you what it's about. That way you are not "whining to management" you are simply making sure you know and follow procedure.
Just explain also that what you intend to do is first try putting the fear of god into the guy.
This ought to put both HR and management behind you.

Now call the guy in for a chat.
Tell him that you are unhappy with his work and attitude.
Tell him what you expect and where and why and how he is not delivering.
Ask him if there is any reason why he is not delivering? Get clear answers and keep after him till he either answers or concedes.
Then tell him you expect an immediate improvement.
Tell him this was an informal chat just to make sure there are no misunderstandings.
Then tell him that if he doesn't improve you will have to take official notice. Tell him what the next step will be.... either an official warning with HR etc or he will simply be fired, whatever HR said you could do. Tell him you are who he reports to and that you have the power to kick him out any time (to kick him out, not "have the power to have him kicked out").

Now give him the opportunity to say something.
Make sure you ask him at least twice if he is going to meet your standards and that he answers you both times. This makes sure there are no mistakes. It lets him know you aren't fooling.
Now show him a copy of his job description and let him know that HR gave you this copy.
Date it and then get him to sign the copy saying that he has discussed this with you and accepts this is what he is required to do. This doesn't actually mean a damn thing because he is already bound by it but it puts him in the position if actually agreeing to do his work and it makes him think that HR are behind you.

Tell him you will be watching him very closely.

Now each time you set out his weeks/days tasks for him, give him a written copy of scheduled work. Get him to read it and raise any problems. Them make him initial it. Get formal with him. He can have no excuses. No "You didn't tell me to do that".
Tell him you don't want to have to do it this way but you have no choice.
Tell him you also expect him to be pro-active. Tell him you don't want to be managing him all day long, that he knows what his responsibilities are and should be pro-active in doing them.

Now do what you said.
You can update your boss and HR unofficially on what you've done and what was agreed.

Now, its up to him.
You have set out your stall.
HR and management know there is an issue and know you are handling it by yourself and don't need hand holding.
They ought now to be ready to back you up because they are alerted.




JMW

http://www.ViscoAnalyser.com

 

[patprimmer]

If you pass the buck for someone else to solve this, they most likely will only solve it if it is a problem to them. They are typically fairly unmotivated to solve your problems.

To have them solve it you need to make it an obvious problem for them if they don't. If they are very friendly with the tech, you may need to question where their loyalties lay.

Regards
Pat
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[Comcokid]

Sounds like the tech is at the bottom of a long ladder and you are a rung or two above him. It's always easy to piss at the person below you on the ladder. Pissing contests are best left to failing mid-level managers who have it in their DNA. Problem solving is for engineers, and engineers who can't solve problems become mid-level managers.

Question #1
You stated As I am inheritting a system that has not been maintained properly... What is this techs responsibility for this pre-existing situation? Did he create it? Did he inheret the situation also? In my experience situations like this originate from either lack of higher management concern (ineptness), or from short-term-over-long-term cost savings decisions by managment (penny-pitching).

Question #2
You continue to state: ...there is a lot of work to be done but I can't seem to get our mechanical tech (contractor) to stay on task and complete his work in a timely manner. Let me ask - what is his motivation to perform better? Seems to me that you've already answered the question - he is a contractor, and as such has no long-term ownership in the situation. Again, sounds to me like a situation setup by decisions made by upper management to save money - and - well - you get what you pay for. So, if this is another decision by higher management are you going to punish him, and what would that achieve?

Question (actually a insight) #3
You indicate about yourself: I'm an entry level mech. engr... Congratulations ! In military terms, you are a Second Lieutenant! You are an officer (salaried), and he's enlisted (hourly). As an officer you have to show leadership. Now, there is a drawback to being a Lieutenant and demonstrating leadership. Leadership is done in the muck and mire with the men leading them from the front. In WW2, the highest percentage casualties by rank were Lieutenants - their duty was to lead. Now, if you want to kick-his-butt (as someone suggested) you have to get behind him, which means you are not leading. If he really and truely is not performing, then get the sargent on his ass - in this case, that would be the service account manager. Sargents kick butt. If you go to higher management, be prepared to piss.

Question (and insight) #4
You stated: ...without having to hold his hand through each task... Coaching goes hand-in-hand with leadership. Coaching is part of creating a team. Do you want this guy on your side(team)? If you don't want to hold his hand, then hold your wang and join middle-management.

As an engineer you have been taught how to solve problems. Good engineers solve problems in unique ways few others try. Try building something out of this situation, and if possible, work with the tech to find the solution beneficial to both of you.

 

[berkshire]

You may have heard the term take away the excuses. If not research it.

On a more practical level, make up a list of of the shortcomings and discrepancies you have on the plant, then sit down with your contractor and ask him why these things have not been attended to.
Write down the reasons( excuses), you may find things like no money, instructions to defer from upper management, haven't had time yet,and yet more that have not been mentioned yet.
Do not judge or remonstrate with the man, just pay attention and listen.
Then go back to your office and make a paredo chart. Pick the item on the top, and start tracking down just what it is going to take, to get that particular item fixed.
Then do it. Order parts, get money, whatever it takes.
After that, go for the next item. Pretty soon, you will have the plant running the way you want it,
B.E.




The good engineer does not need to memorize every formula; he just needs to know where he can find them when he needs them. Old professor

 

[beej67]

Give him a deadline that's completely reasonable. Give it to him in writing. Document when he fails to meet that deadline. Repeat. Use that documentation to justify looking for a replacement.

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[tz101]

So many on here are of the "fire him" or "look for a replacement" mentality. This is the biggest problem in many manufacturing/engineering environments these days. Rather than trying to work with an individual, give them proper training and encouragement, and otherwise care about that person as a human being, many are mainly there to "crack that whip" and then wonder where they went wrong a year or two down the road when no one under their command is listening or following their orders. After the 4th or 5th hire, the upper management should at least begin to question the "managerial" abilities of the engineer instead of all "the dead beat employees" he/she had had to fire. This is what's wrong with America and our current economic plight. Get a clue...

 

[KENAT]

If I read the OP correctly tz101 this tech is not an employee of the posters employer, but of a 3rd party contractor.

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[tz101]

And does treating 3rd party contractors as disposable somehow qualify as ethical and just? If you have ever worked for a contracting firm, then you might think differently.