I have a subordinate who is very technically gifted, and has been at the company a long time, however he responds badly to constructive feedback and I've tried everything to make our relationship work. He used to be my boss, which is in my view a particular sticking point.
The company is going through a transformation, moving from waterfall to agile, and as a result everyone is pushing to work in a more collaborative fashion. But this one particular employee does not want to work in an agile methodology, and even has gone as far as saying it is not his job to do so.
Despite trying several different methods, the sandwich technique, giving examples, purely focusing on positives, trying to work with others in the team so that this particular employee is understood better, after two years I'm all out of options and my manager is unsure of how to move forwards with getting my subordinate to accept the feedback provided.
My subordinate was recently described to me as intimidating, confrontational and is already on a written warning for getting angry in the office.
During the last 1-2-1, I suggested some actions he should consider, which resulted in him confronting the team he works with, until eventually the team decided that there was no problem. To get to the situation where he had enough information to intimidate the team, my subordinate emailed a number of people in red text and confronted one of the most placid members of the team.
My subordinate has also complained to HR about me saying I get angry with him, which I don't feel is the case, and asks for specific examples whenever I suggest how he should change the way he works, which I'm unwilling to give due to his nature of intimidating other employees.
I imagine the PIP route is still an option, my boss also suggested making it so my subordinate has to answer to my boss instead, but I don't see either of these scenarios as a possible solution.
Are there any possible alternative routes forwards with moving to a better place?