The company that I work for (IT company) has undergone cost-cutting and laying off employees. As a result, a few teams are down to one person, including two of my teams. One of these two, let's call him Joe.
Joe talked to another team manager, telling him that I was OK with Joe moving to his team. That manager brought this up to me, and I got a little frustrated. I discussed with Joe that he should have talked to me first. Also, it is not acceptable to tell someone I say something that I do not say.
I explained that he needed to support the product until we find someone to carry over the work. I support him as long as it aligns with the company's values. A few weeks later, he went to HR and told them that I said OK for him to move effective immediately.
HR did not check with me and updated the team assignment. I got the notification and reached out to HR, finding that Joe caused another misunderstanding. I talked to Joe again, explaining that his behavior is not acceptable. This is the second time he caused a misunderstanding, and if he continues doing this again, I will give a formal warning.
After the meeting, I emailed HR and him about undoing the change and stating if Joe does this again, I will give him a formal warning letter. He replied to that email, asking for a warning letter, and insisted HR proceed with the team assignment change.
At this point, I need to set it straight that this kind of behavior will not be tolerated. I will ask HR to move him back to my team, give him two formal warning letters, one that he requested and another for his insubordination. He is basically on the way out.
For me, it's not OK to lie and behave like this. I know sending Joe out will cause some challenges in the short term, but I want to send a clear message that it is not OK to lie, and employees should priority the company's values over their wants.
Joe has been requested to move teams three times in the last ten months for the sake of learning new technology. We invested in training for 1-2 months every time, and he works for a month before another jump. Again, he asked for another move, this time because the current team is down to one person, and he doesn't like the tech stack after learning it.
I feel like he wants to play around with different technology without doing the actual work.
Is my plan of sending him out and handle a short-term impact the best course I can take out of this? What are some other options I have?
It is the company's policy to discuss with the current and new manager. After that, we work out the timeline and inform HR of the date.