I am a manager in two person office in Asia Pacific (APAC), which is part of a global company that has offices all around the world. I recruited another person so that in my absence support could be handled.
Let me tell you what happend; kindly let me know if I have to correct myself.
Let me call the newly recruited person GA. GA has a decade experience in supporting applications. When I was giving knowledge transfer, not a single question was asked by this person in the first month. Whatever task I gave him his work was not satisfactory or up to the standard.
The only thing he asked me in the first couple of months was why should he login at 8am whereas people in UK login at 9am. Since ours is a follow the sun model, there is no handover from US to APAC; we don't have choice but to support early. He did not understand this. Another question he asked me was will there be internal transfer to other places. Please note he is yet to establish that he is a good recruit and has nothing solid so far as results.
Second month passed, I was trying to explain a simple Y/N flag: if Y means consider the data, N means do not consider the data. He did not understand such simple logic. I gave so many examples to explain the same. Still he needed two hours to understand.
After this, I told him that he needs to step up, as there are many complicated items, how can I explain such a basic concept for two hours. He took it personally and said I should improve my communication skills. (He does not have superior communication skills either. I always wanted a personal attachment to a person with whom I work; this incident shattered everything). After that I had to raise my voice against him.
Then relationship turned bad. I reported this to my manager and my manager told me to apologize for raising my voice. I also apologized for the same.
So far he has improved only slowly, argues for everything, and either goes aggresive or defensive.
Support wise he is still not up to my expectations.
Apart from minor items or repetitive tasks, solving any major production issue is beyond him. Now he has become slightly confident of tasks he is advising me on what I should do.
Due to his attitude, at times I loose my control. That is my problem. My manager is asking me to talk to him neutral way, but GA is thinking he owns the office and he can do a better job than me (he is still not competent in Java/Python/C#) and has rarely solved any major issue, except for rerunning of jobs without understanding why it is required.
A couple of times I have heard, "Do not argue with a fool. He will drag you down to his level and beat you with experience.".
My manager thinks if GA is taking things personally, then issue is with me.
How should I handle this guy? My manager is in the US, so how can I convince my manager that GA is incompetent?
Please note that I am new manager, I am willing to correct myself if I am wrong.
Here is an update , I had followed @djclayworth advice. My manager has asked GA to directly report to him. but I have to manage the APAC office , so tasks will be still managed by me.
Also i agree with few people here, I had probably wanted to good emotional attachment initally ,but his incompetency and tit-for-tat words tore the relationship completely (Without improving his work).
Here is what i feel:
- Management does not want to loose both people here.
- Since they feel , I am slighlty micro-managing (based on what I interpreted with my manager words) , they want to stay away from him, but get work delivered.
- I see GA , now slightly proactive , staying late and work , asking for more help , working on weekend to support EOD activity , showing improved focus.
Now going foreward , what should be my action, I feel, i should just continue to do my duty, I also feel GA wants to take revenge on me. (His actions is like that)