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[mssdoc]

Any advice or helpful comments would be much appreciated on this issue:

In my department, we have an technician who has been with us for 10-plus years.  All faculty have had experiences with hu's major and minor meltdowns, sometimes in a lab setting, in front of students, sometimes not.  Hu got away with this for the many years because the Chair of the department was hu's "mentor" and "friend", and hu mainly worked in the lab with the previous department chair.  Old Chair retired last year, and there was no Full Time person running Old Chair's lab---and the PT person elevated (and given FT pay for the year) to make the Lab run smoothly had no spine.  To make things worse, the Tech's "Supervisor" is technically not the Chair, but the Dean.  Our nice, wonderful, lets-not-have-any-confrontations-now Dean.  The new TT person replacing Old Chair now has to deal with the Tech. The Tech is having meltdowns (shouting, crying, stomping, slamming doors), and I simply cannot ask the new prof. to deal with this.

I only found out about the behavior last Novemeber. I've spent the past year trying deal with the Tech. Really, I've tried all I can think of here in the past year or so, and I won't gp into the painful details. A few examples: chatting with the Tech on a casual basis about "how things are going in the Lab"; "Is there anything I can do to make it better?", etc.  Hu's fine for a week, then the next meltdown occurs.  Next time, the crying starts, and it's all because "No one listens to Tech because of Hu's gender". Hu's brought down off the ledge, and all is well for a week or so. And then the round starts again. Of course, even after documenting this behavior, when going to the Dean, all I get is, "well, I'll talk to her." Then nothing happens. As the Dean is hu's supervisor, I can do nothing "officially."

I've got two major concerns:  one is for Hu's health, both mental and physical.  This job does require some physicality, and hu states hu cannot do it without some help, but then won't let anyone do anything that might appear to reduce hu's job duties.  The second is for the new TT person--how on earth can I imagine to keep an apparent gem when they have to deal with this?  Any ideas about approaching my Dean on this issue?  By the way, the Dean and I have a good relationship, but Dean is just very unwilling to "rock the boat".

[sockgumbee]

Well, at the risk of repeating something you've already tired I would go to the Dean and say what you've said here. That this has been going on for ten years, it's not getting any better, it affects staff, faculty and students and you are afraid the acting out will scare away new hire. If you've got more to lose that that I would pile it on. Then say, "What can I do to help elevate this problem?" if you are willing to be the bad guy or willing to act for the Dean. If you can find any institutional policies that can back you up concerning disruptive behavior I would take those to the Dean also and say based on X policy this situation needs to change. Once you get the Dean on board then to be fair, you need to tell the Tech, "Look I realize that you've been used to a certain way things have been done, however you are now on probation. If you have another meltdown that will count against you. Three strikes your out or you have a month to straighten up (or whatever is acceptable per school policy). If you have specific problems you need to put them in writing and submit them to the Dean or me. Otherwise you need to suck-it-up" (or appropriate language to them) Also if the Tech is valuable in some way tell them that. If the Tech's work suffers because of the meltdown or is substandard in general then you add this what you tell the Dean and the Tech. I would spell out for the Tech how the meltdowns make the work situation a minefield.

And honestly, if someone has not told this poor child to go get help then you or someone the Tech trusts should. You might be able to refer them to the health services on campus.

This should cover you from a HR perspective because you are building a case for letting this person go, although you really should check out your schools rules. But mainly it lets the Tech decide if they can get with the program or not.

While I, from your description, assume that the Tech has problems dealing with stress, if there really are inequities in the lab or work situation you need to give her (you used hu but you also said her) an opportunity to voice these in writing. And you should find a way to do something about them if it's more than Old Chair just having given Tech the room to get into bad habits. If the Tech does good work then I would focus on prompting this person to get help. Tell them it's not normal behavior, even in a stressful or inequitable situation, for someone to have weekly meltdowns.  . . . for ten years . . . wow. The person, given a choice about losing their job, may change.

Good luck

[easterner]

I would echo gumbee's advice.  Wow, what a mess.  This Tech has been allowed to behave like this unchecked for many years, which has only amplified the sour situation.  Go to your HR director. There must be policies that cover this type of acting out. She is adversely affecting all of those around her, including students. That's just unacceptable.
What you have here is someone who is acting like a child and who is in need of help. If she were here she would get a referral from me to go to see a counselor, free of charge. It is critical that you document her behavior -- write it down.  And give her the probabtionary period that gumbee suggests, which is not meant to get rid of her, but rather meant to give her a choice -- either get with the program, or get out.
 

[larryc]

The tech is never going to improve and must be removed. Approach the dean again but not with "what can we do?" Instead say "Tech. Needs. To. Go." If the dean won't act, ask the dean "Who else can I talk to about this matter? Because Tech will ruin our whole program and I am not willing to watch that happen."

[mssdoc]

Thanks for the suggestions.  Yes, it is a "her" (damn typos, sorry).  She has been on depression meds, but I understand from out other Tech she is no longer taking them ("She doesn't need them any more.") We've chatted with her causually, and not so causlly about counseling, to which she went for a while, then stopped.

From her track record, I'm just afraid this is going to end badly. 

[zharkov]

Thanks for the suggestions.  Yes, it is a "her" (damn typos, sorry).  She has been on depression meds, but I understand from out other Tech she is no longer taking them ("She doesn't need them any more.") We've chatted with her causually, and not so causlly about counseling, to which she went for a while, then stopped.

From her track record, I'm just afraid this is going to end badly. 

It's pretty important that you find someone in HR to work with you on this.  Make it clear that the person needs to go and that the person has had been treated for depression.  It is extremely important that you focus on the person's behavior, and why it is grounds for disciplinary action, and not on the person's illness. 

I would bet that the dean's avoidance of the issue is b/c of the possible problems in trying to get rid of someone, hence the need to work closely with HR.  If you don't play this right, the person can appeal to the state's labor board, or a union (if you have one), or get a lawyer. 

[dr_strangelove]

Just another comment. Are there written annual evaluations for this person somewhere? Do you have access to them? If so, before you proceed to the dean or HR, you should probably find out what your predecessor wrote about this person.

[mssdoc]

Just another comment. Are there written annual evaluations for this person somewhere? Do you have access to them? If so, before you proceed to the dean or HR, you should probably find out what your predecessor wrote about this person.

Yes, there are written evaluations, but they were usually "satisfactory"--when they got done, which was not too frequently, unfortunately. When I asked the Old Chair about this his response was "Yeah, you have a real problem on your hands."  Uh, thanks Captain Obvious, for the insightful response.

And, also, yes, we do have a Union.  I think (though am not sure) she can be moved laterally, and I know that she can undergo a physical evaluation to see if she is capabale of lifting (a great deal of her job).  If she isn't, we can reassign her.  It isn't as if she would completely lose her job.  She's very resistant to this at all.  Additionally, she was allowed (encouraged?) to teach Old Chair's classes while he "did administrative work" (read: nap) in his office.  She has a BA.  When I told her she couldn't be doing that any more, I got the "you hate me because I'm a woman."  Huh.  I'm a woman too.

[case_insensitive]

Sounds like tech needs a less stressful job...?

Sounds like dean needs a spine!  :o(

[anthroid]

Start documenting.

Work with HR.  In particular, get HR to make a mandatory referral to counseling through the EAP.  If she won't go, she can be fired.

LarryC is right.  Ultimately she'll have to go.  This behavior is completely unprofessional and unacceptable and it's gone on for far too long.

[mssdoc]

Thank you all for the advice, and more so for validating what I've been thinking for the past four months.  I've been feeling like I'm beating my head against a brick wall when I try to do something about this. Then  I think to myself "Am I out in left field here? Does no one else think this is an issue?" When I bring it up, I usually get the sympathetic nods, the sage advice, and no support for making any changes.

We are a relatively small department, we get along well, more like family, and the Tech has recently (last three years) gone through a pretty messy divorce and child custody battle.  We all feel for her, perhaps a bit too much to think objectively about what her behavior (and our inability to do much about it) is doing to our program.

And of course, I'm being the Big Green Meany for trying to fix it.  Go figure.

[sockgumbee]

We are a relatively small department, we get along well, more like family, and the Tech has recently (last three years) gone through a pretty messy divorce and child custody battle.  We all feel for her, perhaps a bit too much to think objectively about what her behavior (and our inability to do much about it) is doing to our program.

And of course, I'm being the Big Green Meany for trying to fix it.  Go figure.

Lot of people don't like/have a hard time dealing with change, even if it improves things--that's why you're "the Big Green Meany". Also, if the Tech loses this job or is moved laterally or whatever things may be better for her. When you talk to other folks you might discuss her in that way, ie that perhaps a less stressful situation would be the best for her, after all she gets upset very easily here and it has affected the morale. Since you have people who seem to have some sentimental feeling about this person, all the more reason to deal with the situation in a firm but even manner. If you have a union, more than likely you would be required to give the person some kind of probation, unless you have documentation of substandard work or behavior. So it will be a process.

I don't know that you should look for support, except maybe from HR as others have suggested. The best you can hope for is that no one will get in your way while you deal with this situation.

[sibyl]

Thank you all for the advice, and more so for validating what I've been thinking for the past four months.  I've been feeling like I'm beating my head against a brick wall when I try to do something about this. Then  I think to myself "Am I out in left field here? Does no one else think this is an issue?" When I bring it up, I usually get the sympathetic nods, the sage advice, and no support for making any changes.

It's almost always harder to see the solutions when you are in the middle of the situation, precisely because the details of the situation start to intrude.  Someone says, "Tech has got to go!", which is the right answer, but then someone else points out how hard it is to fire anyone at this school, someone else tells you not to pick on her because she's wounded from the divorce, etc.  (Sometimes, all those voices are in your own head.)

Those are still real obstacles, but they don't change the bottom line: find a way for the tech to go.

Good luck.

[patchouli]

You need to check with your union contract in how to follow procedure for appropriate discipline and if you have the right to suggest psychological recommendations.  Any actions should not be based on heresay, but must be documented and found to be true--that will involve staff member's due process.  You may have to be cautious that whatever you are doing isn't in violation of the formal evaluation process.

If you even mention "depression meds," you may be heading towards a lawsuit in terms of medical issues, disabilities, etc., at least in some states.  If that appears to be part of your evaluation, again, you could be setting the college up for a lawsuit.  There is an easier way.

A better remedy all around is a lateral move with some appealing benefits and a job that suits this person's skills better.  Much less messy for all, a fresh start, and it doesn't seem as if it is personal.  Some will get hurt if you do it the direction you are going, and you may be part of that casualty pool. 

[mssdoc]

You need to check with your union contract in how to follow procedure for appropriate discipline and if you have the right to suggest psychological recommendations.  Any actions should not be based on heresay, but must be documented and found to be true--that will involve staff member's due process.  You may have to be cautious that whatever you are doing isn't in violation of the formal evaluation process.

If you even mention "depression meds," you may be heading towards a lawsuit in terms of medical issues, disabilities, etc., at least in some states.  If that appears to be part of your evaluation, again, you could be setting the college up for a lawsuit.  There is an easier way.

A better remedy all around is a lateral move with some appealing benefits and a job that suits this person's skills better.  Much less messy for all, a fresh start, and it doesn't seem as if it is personal.  Some will get hurt if you do it the direction you are going, and you may be part of that casualty pool. 

Please be aware we supported counselling only after she broached the subject of her emotional instability with us.  I did not say we "suggested psychological recommendations."  I said we "chatted casually with her about counselling."    She has been involved in the discussions of her performance issues every step of the way.  She just never maintains her even keel for very long.

She has also offered the information about being on "depression meds" (her words) that I provided in a previous post, though I will acknowledge the information about stopping the medications originally came from our other Tech.  The medication stoppage was confirmed by the individual in question yesterday, when she volunteered the information to a group of us. I don't have the qualifications to know if her behavior would be diagnosed as mental illness; after all, "meltdown" is not necessarily "mental illness". However, while I agree we cannot, and should not, demand a person become "better" from mental illness, I think we would all agree that helping a person cope with mental illness would be a good thing.

And frankly, I don't know that a "better solution all around" is a lateral move, even though that has been brought up frequently, both by the Tech, the faculty, and the Dean. (Tech suggested she move to a different professor's Lab in our Department; the idea was vetoed last night by said professor).  Yes, a move could be better for my department, but at whose cost? The Tech?  The New Department?  The students in the new Department's classes? How, without counselling or psychological insight, are we supposed to figure out what (if any) position is better suited to her skills? I don't think her skills are even in question (except for the physical stresses of her job); she has the technical skills.  What she appears not to have are the coping skills.  How can we ever know that any particular position might be better for this person?
 
I don't maintain that I have any answers to the above questions.  And I do want to make things actually better for all involved, not just Newbie Professor, but also for the Tech, the students, me, etc. I just wish I knew what, if anything, would make it better. 

I think my original post was more of a venting moment (as is evidenced by the lousy punctuation and utter lack of correct spelling), as well as advice.  Thank you all for allowing me to lean on you for both.