Answered step-by-stepMY VIEW From the leadership perspective Sue is not an employee to...
MY VIEW
From the leadership perspective Sue is not an employee to fire due to poor performance because she has a background experience in the secretariat administrative role for 15years and that being the reason she was selected from over 100 applicants, in most of the companies 6months is likely to be considered as the probation period, and though Sue has been experiencing some difficulties in keeping track of the $300,000 budget for the research branch. This might be something new for her that she needs cope up as time goes by and in most companies when you are hired in a new position you have a person that helps and coaches you in the role, in most cases this person is called a coach or team ambassador of which I think Judy is the role was playing,
The fact that Sue is sometimes working overtime indicates that she loves her job and desires to perform to expectations or even exceed expectations, although she is having difficulties in learning to work on the budget in due time, she needs more trainings on this and, she needs to be helped on how to plan her work effectively that way she does not work overtime.
To my view I don't agree with the statement that she is not good at thinking through requirements of new tasks and projects because when given a lesson plan and asked to assemble materials for the executive development workshop, Sue assembled the materials in the order but she found them in the supply room rather than in the order they would be presented in the workshop. To me this is not an issue of incompetence because she had done the hardest part of work but because she might be having emotional drainage and family instability issues she forgets and misplaces materials. The fact that she is the only breadwinner in the family and her husband not around, she already has a lot of tasks ongoing at home that are stressing her,
Recommendations
Since leadership is both rational and emotional I recommend that you first Have a one on one conversation with Sue and go through an experience of listening to her let her share with you her personal struggles and pressures from, Because you already know a little bit of her family story, Then advise her accordingly and try to show that you are with her, Though you are her leader, This will provide a sense of security and peace in her and will eventually boost her self-esteem and morale knowing that her leader knows about her personal life and really cares.
Second step develop performance indicators for her job and share them with her, let her know that this will always work as a reference every time you meet quarterly or after a cycle to discuss about her performance
Thirdly share with her how she currently performing on the team, find one or two positive things to appreciate about her and let her know that she has more to improve especially working on the budget on time and let her know that she is capable and can do more than she is currently delivering.
In leadership we say a good leader develops employees, but a manager maintains. I recommend you find coaching/training for to enhance her skills and boost her confidence in the new role. Since other four members on the team have higher degrees and experience in the company, she needs to have a sense of belonging and also be competent at the same time, You can involve the team members in this journey and encourage them to work along side with her, for a period of 6months I am sure with the above recommendations and steps followed, Sue would develop into a great and competent employee.
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