I manage a satellite office of about 25 people for my company.
Let's start with that : you are responsible for not only the work output of that office, but the development of it. I sense possibly a problem with the development part, whether it's company policy or your own style and/or her team leader.
I would like to talk about one of the employees. Jane is a new employee, and also young, in her mid 20s. I was the one who hired her.
Let's hope you changed the name, because you should never discuss an employee even by first name online in such circumstances.
She seemed very pleasant and friendly, which is the reason I hired her in the first place.
You hired her. Let's keep that in mind.
Skill is of secondary importance, as our philosophy is that skill comes with experience.
Did you include skills dealing with team based work and formal policy and structure in considering this ? Pleasant and friendly at an interview isn't enough.
If you hired her on the basis that she was young and "had potential" then it's your job to help her develop the skills required to work in teams and within a formal office policy. Most workers starting out (and sometimes for years in my experience) do not have these skills and they need to be taught. I think you are expecting her to pick it up herself - don't.
Help and guide. Act as a mentor in this aspect of working.
However, ever since she was hired, I've heard various coworkers of hers complain about her.
Mainly, from what I understand she seems to be self-centered or not having the proper team mentality/etiquette that is expected of her.
There you go - doesn't know how to function in her team and within an organizational structure. Is this being taught to her ?
It's your job - you and her team leader need to be supportive and mentoring.
Look at your own performance - consider whether you (and her team lead) have done enough to teach her (without confrontation, but as mentors) to integrate and behave as part of a team.
She looks bored in meetings
Most people are bored at meetings. Very few people find their day enlivened by meetings. I personally die a little inside when I hear the term "meeting".
People with little experience will find them even less useful. Again it's you and her team leader who need to explain and help develop her (and other subordinates) to understand the purpose and function of meetings.
A particular note : if she's a technical person, note that technical people do not generally find meetings useful or constructive. For technical people, non-technical meetings have a default setting or "off". I presume that e.g. the marketing and sales people find our technically biased meetings equally life draining.
Also consider one other option : the meetings may be genuinely irrelevant to her. Keep meetings to a minimum for all staff. Someone's presence at a meeting should have a purpose and they must understand what that purpose is for them.
, asks to work overtime so she can have extra days off and not use any of her already available days off for the year
And this is a problem how ?
Has it affected her work quality ?
If it ain't broke, don't fix it.
She's only been there six months, so you can't know how that relates to her yearly use of leave (I presume).
It's possible she has personal reasons for preferring to use overtime in this way. She may be trying to impress people by doing a lot of extra work under the (apparently incorrect) impression that her bosses will appreciate her willingness to work overtime (and who actually wants to do that ?). Maybe she's actually filling a role that others do not want to and is underappreciated for it.
So open your mind to this not being a problem and maybe just quietly and discretely ask her why she does so much overtime (if it's a real problem for work or rules about leave - something she may not be aware of ?).
, uploads Instagram stories regarding her personal life while she is at work.
So far that's the only thing she's definitely doing wrong (and frankly that's as common as dirt these days). A discrete and politely phrased "you need to stop this in work hours" might be enough to give guidance here.
Also consider she may be doing this on breaks or to break up a dull routine. Again, is this really affecting work quality or quantity negatively ? Doing this may help her stay sharp - be open to this possibility. Think carefully about what issues are real problems and what are illusory ones.
She does not seem to be in line with the culture of the rest of the team.
A pretty vague expression, but it's you and her team leader who need to teach, explain, mentor. What have you done to (constructively) teach her about team working environments ?
As you describe it you hired a smile and not much else. Skills were not important. You have to teach the rest and you took that responsibility on when you hired her. She probably has no idea what is expected of her by you and by people already used to working in that environment.
Not all team working is the same from place to place. Even experienced people can be thrown by not understanding the different expectations of team working arrangements in a new job.
Her team lead seems deficient here. Complaining is not a solution. The two of you need to develop ways to help her learn what you need.
She asks about how much people make, while in our company our policy is don't ask; don't tell.
A policy that's quite silly, IMO, but that's hardly here or there. It may be illegal (check that !), but if it's not you need to simply and clearly explain that those are the rules and you don't make them.
When she doesn't get the answer she wants from her team leader, she will come to me and ask the same thing.
This doesn't tell us whether or not your team leader is answering her questions at all, side stepping them, not explaining the rationale to the new person (always a good idea) or may be a poor communicator. I've had experience of far too many bad team leaders to think this is not a possibility.
If it's genuinely a problem, then she needs to have it explained to her (by you) that except in extreme cases she should not be by-passing her team leader (assuming that is in fact her line manager).
If she really can't conform with that and it's how your company works then you should consider asking HR about the correct formal procedure for giving warnings, and escalating all the way to firing. If she simply refuses to comply after all the warnings then that's not fixable.
Our annual team event was put on a date she can't attend and she asked if we can put it on a different date. Same thing with a presentation.
Not actually a real problem.
Could even be interpreted as expressing a genuine interest in things and wondering if it's possible to arrange that.
She asks. So what ? It's a team event and if she wants to ask if it can be rescheduled before that's finalized then let her ask. You can say "yes" or "no". It's not really a problem.
If you don't want this question asked, the simply state in the announcement that the date cannot be changed and is set in stone.
I am really not sure what I must do. More often than not I feel more like a therapist than a manager, but I don't have the answers to everything and some external input would be of so much value to me.
Mentoring from team leader and you may be inadequate. I get the impression you expect her to work out what you both expect, and that may run counter to her experience to date.
Explain the rationale. Teach. Guide.
Remember, she's young and you hired her based on her personal charisma (it seems) and little else (and not skills). That's not her fault.
Is this a team inability to deal with a different person, or does she have to change her ways ?
Hard to know for sure, but note that in that question the two people you didn't mention were you and her team leader. I suspect the problem is at least in part here.
We cannot judge her work output as she's only been with us for less than 6 months.
This implies to me you understand that it's a role where she is being trained in.
I think you (and the team lead) do not realize that you have to teach skills beyond her immediate work tasks. Soft skills, team skills, her fit in the overall scheme, why things work the way they do.
You may not be a therapist, but you and the team lead should be teachers.
Ideally the whole team should be in "teach the new person" mode. And it can take months to do this.
I'd start with that.