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Work

Ladybird

There is my work situation.

I don’t know how to solve this and I hope someone could help.

  1. I work as a lab tech - it’s a very small laboratory (20 people in total, therefore no HR)
  2. There are 3 lab technicians
  3. I’m the most senior lab tech because I’ve been working for this company for over 5 years (the rest under a year)
  4. There is high staff turnover (lab techs usually stay for about a year)
  5. I’m supposed to train and supervise the new staff - since the most senior lab tech left 2.5 years ago (I was fine for a first year as I had really supportive coworker but she left over a year ago and since then I’m struggling)
  6. I don’t know how to supervise people and I don’t know how to manage other people’s time and workload (what they need to do and when and what next)
  7. I’m fine with organising my own workload.
  8. I don’t know what to do when someone is refusing to do something, pretending they’re busy even though they’re clearly aren’t (my manager told me to be more confident - but how? Am I supposed to yell at people or what? But I don’t want to create a war zone at work)
  9. I don’t know how to solve this problem other than leaving the job. 
  10. I find this situation really stressful
  11. I like this job because it’s quiet and I don’t have to be in the same room as everyone else if I don’t want to and it’s quite relaxed environment so I don’t really want to leave (I don’t do well in interviews anyway)

There might be a simple idea how to solve my problem but I just can’t see the solution.

Parents

  • Good advice but I got problems with implementing them. 

    For example I got the training sheets for each procedure but I have problems with deciding when to train someone. I know it sounds silly but even agreeing on time of the training is somehow stressful (what if I or them will be doing something else at that time?)

    It would be easier if the workload would be the same each day or week but where I work some days or weeks are very busy but some days/weeks are really quiet. But I can’t wait and count on quiet days.

    Asking for help and delegating is also stressful.

    And, somehow, the more I do it the more difficult it gets. I didn’t think that much about first new people I’ve trained but now even the thought about new people and dealing with them, and starting everything all over again with them makes me really stressed.

Reply

  • Good advice but I got problems with implementing them. 

    For example I got the training sheets for each procedure but I have problems with deciding when to train someone. I know it sounds silly but even agreeing on time of the training is somehow stressful (what if I or them will be doing something else at that time?)

    It would be easier if the workload would be the same each day or week but where I work some days or weeks are very busy but some days/weeks are really quiet. But I can’t wait and count on quiet days.

    Asking for help and delegating is also stressful.

    And, somehow, the more I do it the more difficult it gets. I didn’t think that much about first new people I’ve trained but now even the thought about new people and dealing with them, and starting everything all over again with them makes me really stressed.

Children
  • in reply to Ladybird

    Create the matrix, fill it in with them individually in any spare time - that lets you know what skills they need to learn.     That sets a baseline so you know what they *should* be able to do.       Every time you have to teach them something, document it and add it to the matrix.       On quiet days, make it a training day in turns for them - take one member of the team, go through the matrix and teach them new skills.

    If you create logical, measurable systems, your job becomes a simple logical process and any deviations get reported upwards automatically.   No guesswork, no favouritism, just simple steps that you follow.     That system will automatically take the stress away because you are working within a rigid framework - no ambiguity.

    Are you diagnosed and have you declared at work?    If yes, as a 'reasonable adjustment', explain to your manager that you are having difficulty with the 'soft skills' and get him to take over those rare pinch-points in your day - it would make you feel supported and more effective in the workplace knowing that he had your back and it would enable you to be good at the rest of your job,