Originally posted by PinkPoshRat
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In order to deal with this, I would:
First deal with the resource one on one, in private and get from them what their issues are. If they are valid issues, I will resolve them in whatever way possible.
If still no cooperation on a day to day basis, I would begin logging the individual instances, and approach my senior, stating that I am unable to meet my objectives because of x,y and z.
I would ask for written confirmation that problem resource is under my management for the duration of my contract.
If this is obtained, I would come down on problem resource like a tonne of bricks at the first sign of any such problem behaviour, and make it very clear it won't be tolerated. I would notify HR of each and every instance for it to be dealt with accordingly.
In order to get the work you require, done - do it yourself. Show programme management that you won't let deliverables suffer as a result of team issues, and in turn, show problem resource that he's not indispensable.
As a contractor in a position where you are bought in to manage existing permanent employees, you're always going to be open to hostility. You need to have a clear plan of your approach throughout the contract, or step back down to less senior roles if you don't think you can do this.
Good luck. Planning is my usual bread and butter, and I am aware that most other "planners" see their role as some kind of magical PMO specialism that renders them untouchable.
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