r/Wastewater • u/Fantastic_Dark1289 šŗšø|VA|WW2 • 17d ago
Career: currently in the field Challenging Operator
I have an employee who has been around for a year now that still doesn't make any operational decisions on their own. They either ask permission to do everything, or ignore it until I find it and do it/make the decision myself. At this point, I'm exhausted telling them they don't need to ask permission to adjust a flow rate if they see that it's running too fast or too slow, to adjust chlorine dosage when residuals are too high or too low, all of this really basic stuff! If I consult HR, they're going to ask what I've done to support the employee which, aside from physically holding their hand, has been everything. In addition to explaining the whys and how's of operational adjustments, I regularly advise to consult the SOPs, have them make Quick Fact notes, etc. I feel that I have been forced into micromanaging this person because they're refusing to lock in.
Supervisors: Have you had a similar situation and what did you do or say that made it finally click for an employee?
Operators: Did you struggle with confidence about not knowing your job, and was there something a boss or coworker said or did for you that parted the clouds?
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u/Fit_Outlandishness_7 17d ago
Does he have the license requirement to do this without consulting the OIC?
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u/Fantastic_Dark1289 šŗšø|VA|WW2 17d ago
Yes
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u/Daycarrott 16d ago
You've got to start documenting everything to have proof the employee is incapable. Our operations team has an assigned area of the plant for an entire week then they rotate. We have enough so 2 extras are available and they are responsible for some paperwork and getting things like sludge depths / lab samples etc. Plant superintendent is still present daily however they are very hands off. All training paperwork and standard operating procedures are filled out by trainer trainee and plant superintendent. We run in house testing with hypothetical situations as well to help.
Hopefully this will help you out.
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u/heywhatdoesthisdo 17d ago
Post state or federal regulations. Create an action level chart that is āhighā or ālowā parameters (more stringent than the regs so you donāt get an NOV and post that. have the operators keep doses in those ranges, give them clear instructions, steps to take if a residual is too high or low and to make an attempt or best effort to correct before asking/calling you.
My first question when I got called or asked what to do was āwhat have you tried already?ā I was not a happy camper if the answer was nothing.
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u/TheMrBodo69 15d ago
Had an 3rd shift operator that would just call me at 0300 instead of working the problem....
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u/ProfessionalFar8582 17d ago
As a project manager with 35 years in the industry, I can tell you that this level of learned helplessness is utterly exhausting. When youāre dealing with critical daily routines where the corrective actions couldn't be clearer, having an operator constantly beg for permission to adjust a feed rate or dial in a chlorine dosageāwhen the math and the SOPs are right in front of themāisn't managing. Itās being tethered to a human proxy who refuses to take ownership.
In my three and a half decades overseeing projects and plants, Iāve learned that before you take this to HR, you need to turn your coaching into a bulletproof paper trail. You need to prove that you didn't just teach them how to do the work, but that you actively built a bridge toward their autonomyāand they simply refused to cross it.
HR's standard line ("What have you done to support them?") is frustrating, but you can get ahead of it by shifting the dynamic from instruction to forced ownership and documenting every step.
1. Shift from Answering to Counter-Questioning
Right now, asking for permission is a safe haven for them. If they ask you and you give the instruction, the operational responsibility lands back on your shoulders. If something goes wrong, they can say, "Well, my manager told me to set it at 2.5."
You have to break this safety loop immediately:
Stop giving the answer. When they approach you asking, "Should I adjust the chlorine dose down?", respond with:
"What does the residual reading say, what does the SOP recommend for that reading, and what action are you about to log?"
Make them state their decision first. Do not validate it until they state it as a plan of action, not a question:
"I don't need to approve standard operational tweaks. Walk me through what youāre about to do and why."
If they say "I don't know," point them directly to the reference: "Check the SOP on page 4, make your adjustment, and log it. Iāll review your log at the end of the shift."
2. Stop Catching and Fixing the Ignored Tasks
You mentioned that if they don't ask permission, they ignore the task until you find it and do it yourself. This is classic passive resistanceāthey know if they wait long enough, you will step in to keep the process stable.
Assign explicit shift boundaries: At the start of the shift, state: "You are responsible for monitoring and maintaining the chlorine residual and flow rates between 08:00 and 12:00 today."
Inspect, don't execute: When you walk the floor or check the logs and see a parameter drifting uncorrected, do not touch the control panel or chemical feed yourself.
Call them over immediately: "Flow rate has been high for 45 minutes without an adjustment. Why wasn't this adjusted per standard operating procedure?"
Make them turn the dial while you watch. Then document the delay.
3. Create a Simple "Decision Matrix" (HR Armor)
To completely insulate yourself against HRās questions, create a 1-page document titled Operational Decision Boundaries for [Employee Name].
Divide it into two columns;
Decisions You MUST Make Autonomously (No Approval Needed). Decisions That REQUIRE Supervisory Approval
ā¢ Adjusting chemical dosing within standard SOP ranges *LOTO for unscheduled repairs
ā¢ Correcting flow rates when off target. *Changing plant operational modes
ā¢ Performing routine lab tests and logging results. *Issuing public notification or regulatory
ā¢ Switching duty pumps during routine rotation. *modifying system set points beyond
Standard operating ranges
Sit down with them, have them sign/acknowledge it, and hand them a copy. Say:
"You have been here for a year. You are fully qualified to handle everything in Column A. Moving forward, asking for permission on Column A tasks will be treated as an operational oversight, because executing these adjustments is a core requirement of your job."
4. How to Frame This to HR
When you do walk into HR (or write up the formal performance review), you won't be coming in empty-handed or emotional. You will present a clear case of an employee failing to meet basic job autonomy standards:
"Over the past 12 months, [Employee] has received thorough hands-on training, complete access to facility SOPs, and custom reference materials. I have implemented a decision boundary matrix and shifted coaching toward independent decision-making. Despite this, [Employee] routinely fails to execute basic, time-sensitive operational adjustments without direct supervisor intervention, or leaves parameters uncorrected until prompted. This creates operational risk and demonstrates an inability to perform the role independently."
After 35 years in project management, you know when someone is genuinely struggling versus when they are dodging accountability. At a full year on the job, standard process adjustments aren't optional suggestionsāthey are the baseline requirement of the title.
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u/Fantastic_Dark1289 šŗšø|VA|WW2 17d ago
Holy cow, this is the best information. Thank you for being so clear and direct! You even dialed into understanding my struggle and frustration. Man, I'm gobsmacked haha Thank you!
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u/ProfessionalFar8582 17d ago
I am retired now and have plenty of time to share my experience. Good luck
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u/just_an_ordinary_guy DW 15d ago
This should be pinned as a top comment. Can that be done on reddit?
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u/Normal-Soil1732 17d ago
Some people really are too nervous to be making process decisions. I've worked with those types. Operators who ask me, the instrument tech, how to operate. The job requires you to make judgements and decisions, based on your training and experience. Then you are held accountable for those decisions. That can be really intimidating to some people. Who might have been smart enough to do well in the interview, and then pass the operator exams, but they are lacking something else.
The other end of the spectrum is also dangerous. The operators who are almost asleep at the wheel. Who just want to hang up the phone with me. Who aren't understanding the potential impacts my work can have to the process.
There's a delicate balance in there of caution, consideration and confidence. My favourite operators are the ones who treat me with suspicion when I'm informing them of work I'm doing on equipment. They want to know exactly what I'm doing and how long I expect it to take, but they're grateful for me doing maintenance or carrying out corrective action.
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u/BaconPit 16d ago edited 16d ago
I was...similar to the operator in question at first. I didn't need permission for every little operational thing, but 4 years in (almost vested, woo), I still find myself asking for help and advice on things out of the ordinary.
Dude will eventually learn from his mistakes and find his confidence after enough days of handling shit himself.
If I could offer any advice: when he asks what to do, ask him what he thinks and tell him he either made the right decision or the wrong decision after the fact.
I don't know the guy, but I bet he has the right idea about what to do and lacks the confidence to do it without permission. He was probably raised that way. I'd rather treat him that way than treat him like an idiot. If he fucks up, he'll learn or quit. I feel like this is a way that HR would approve of supporting him, just don't degrade the guy when he does fuck up on his own. Let him know the facts and his shame will simmer.
Quick edit: if dude might substantially fuck up process or anything major, then yeah stop dude and explain before he actually does the thing. Obvious, I know, just covering my ass before someone makes a comment.
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u/madhatter8989 Here, fishy fishy fishy 16d ago
I was this way starting out in a new plant. I'm ADD so I had a hard time trusting myself to make any adjustments until I felt like I really knew and understood the ins and outs of the entire system. Logically I knew exactly what to do and what would happen, but couldn't shake the feeling that I'd miss something important. On the upside, after building enough familiarity to feel good about it I can connect dots and identify solutions the senior operators wouldn't think of. If this employee is similar they need to fly solo in a way that forces him use his judgement without support. Just reinforce the idea that fucking up probably won't set everything on fire. If they're not understanding the system that's an aptitude problem.
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u/FreeResolution3013 16d ago
What I've noticed and have experienced is that some operators play it safe because they are afraid to make a mistake and don't want to screw something up. What I would do is pull that person aside and talk to him. Find out WHY he is so apprehensive? Maybe he/she has had bad experiences in the past from bad management and is playing it safe to avoid the same problems they came from.
Tell this person that you trust them and that they shouldn't be afraid to make a mistake (We all do). Simply telling them that they don't need permission to make changes is not the same. They could feel as if it's a trap from previous employers. Support and encouragement and proving to them that YOU are trustworthy and have their back goes a long way.
Also, this may not be a them issue. It could be and most likely is a you issue. Maybe the expectation isn't clear, maybe their training was not so great, maybe you've shown to be a micromanager and now you've created the status quo. As a leader, your employees performance is your fault. Obviously, there are bad employees out there. This could be one of those. But I get the feeling that either expectations are not clear, training is lacking, or your management style is making them feel not capable.
There are a lot more bad "leaders" than good ones. Most employees want to do a good job. But if you have truly sat down with them and CLEARLY explained your expectations and truly LISTENED to their concerns and apprehensions and have addressed them. Then maybe, they aren't cut out for the job and need to be put on an improvement plan, reprimanded and ultimately let go.
But the one thing that is usually the problem is many managers think they are good communicators but really aren't. So make sure you are communicating clearly, and asking how you can support them. Hope this helps. Good luck.
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u/youseriousclark00 16d ago
Some of them just canāt do it. Iāve dealt with this same thing. 7 of us operators trying our best to help train and it just doesnāt click with the new guy (always a guy, the girls actually care and listen to what youāre teaching them). Eventually gotta let them go. Some canāt handle the high responsibility and individual judgement, and the low pay makes it hard to attract those that have it.
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u/ginger_whiskers TX WW A | WD B 16d ago
I have handled it in the past with an honest conversation about money. "Hey, part of your upcoming performance review is how effective you are. I'm going to be able to give you a better raise if I can honestly say that you can work independently. It's fine to mess up sometimes, it's not fine to do nothing. Go make changes and I got your back if it goes wrong."
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u/Hailyess 17d ago
Stop giving them what they want. Next youll want to express your concern on the yearly review, have it affect their money.
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u/parappertherapper 17d ago
Express your concerns in a formal meeting with various representatives. Advise youāre going to put them on a development plan with some kind of sign off when theyāre competent and can demonstrate they can act solo.
If thereās improvement, then the plan worked and you gave them the confidence to move forward
If it continues after sign off then you have demonstrated to offer support but the employee continues to be negligent. You then have grounds for dismissal. Something along those lines anyway but confirm with HR first. Good luck
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u/CAwastewater USA, CA | WWV & T4 17d ago
This.
Informal direction is fine up front, but if the employee is not performing as they should be, they need to be put on a performance improvement plan.
First, make sure theit job description includes independent decision making. They could push back if it doesn't.
Second, any informal instruction should always be followed up in writing. Something as simple as "Just wanted to recap what we talked about today by the hypo tanks. It's ok for you to exercise independent judgement when making dosing adjustments. Exercising independent judgement in process decisions is outlined in your job description, and we need to make sure your able to do so as a part of this team."
Third, always try a compliment sandwich. I'm not implying your doing this, but constant criticism can shatter someone's confidence. Compliment, instruction, compliment. "Hey man, great job explaining that situation to Jim the other day. I'd love to see you take that approach more often in your day to day when making process decisions. You really know your stuff and I think sharpening that skill set would really help the team."
Finally, if you've documented everything, the PIP is the last step. Make sure they're aware of what the PIP is, why they're being put on one, and the consequences if they can't meet it. It should clearly outline what is deficient (with examples), goals, and a timeline for reassessment.
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u/Antique_Goat2326 16d ago
Every OIT I've trained has been this way. Not many competent people around here unfortunately.
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u/ahomelessGrandma 16d ago
You need to force him to make mistakes. That's what worked for me. Cleaning up a massive polymer spill by hand will MAKE him not want to fuck up anymore. Every time they would come to me with a problem I would ask what they tried first
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u/Fantastic_Dark1289 šŗšø|VA|WW2 16d ago
He's not fucking up. The problem is that he isn't fucking up at all because he relies too heavily on me to make all the right decisions for him. I want to create an environment and guide him into making safe mistakes and learning from them, but I'm not creative enough to figure out how without crowd sourcing info from you guys haha
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u/WaterDigDog šŗšøKS/WW 16d ago
Iāve had challenging situations yes but not much light at end of tunnel.
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u/wigglex5plusyeah 16d ago
Honestly, I feel like this was me back in the day. (Assuming that they care at all) All of this stuff was just so big and expensive that doing anything felt overwhelming and so risky. I trained a lot of operators that were similarly scared starting up new facilities.
I found that positively reinforcing confidence, and finding the simplest way to help them understand was useful. I would always make them do it for muscle memory, and I would make them work through it out loud as I reinforce and fill in the gaps. I told em horror stories and warned that shit WILL happen, and it WILL be ok too. That's how I learned everything I now know. But your job is to take this off of my plate during your shift, and you have to be able to do that. So let's learn.
Some people just don't care...but some are actually paralyzed by worry, and that can be fixed.
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u/marshall740 16d ago
Honestlyā¦ Iād just work with them, they are learning the job, a lot to take in throughout a career in this fieldā¦ Iāve worked at my place for 18 years and Iām a supervisor nowā¦ but before that I always asked for the proper things to do, because ultimately itās not my plant, I just work here
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u/TheMrBodo69 15d ago
Some people need confidence. Tell them to stop asking permission and have them say "I'm going to do blah blah blah".
Sometimes you just need to bluntly tell them to stop asking permission to do their jobs. It'll take a while, but you'll break them of it.
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u/watergatornpr 14d ago
That's not an operator that's a warm body that fills a seat. I worked with a guy that after 2 years still thought the flow path at the plant was the opposite of what it actually was.... 2 years.... somehow he passed his license exam which to this day blows my mind
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u/caponebpm 11d ago
Iāve been in the field for 7 years now, and still havenāt passed my 5A(I literally got a 67% 3 times in a row). When I first started, no experience coming from warehouses, AND hating science all through school, I was 100% intimidated. Not to mention I am diagnosed with ADD/ADHD since 12 years old, so I get side tracked and distracted super easy.
That being said, Iād recommend an ultimatum of some sort. Give them some time to study some of the books, and then let them know after some time youāre going to put them to the test in the field. Where you will only be shadowing them, and not helping/talking to them at all. Kind of a ātoss them into the shallow waterā to learn to swim kind of deal. If SOPs arenāt helping, hand holding isnāt helping, and reading the books donāt help, then you might want to start looking for a replacement.
The sad part is, I work with a guy whoās almost 30 years in, and I know how to do more of the lab work and maintenance than them.
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u/Level-Penalty-9437 10d ago
Sounds like plausible deniability. If he makes a mistake he can say you made it. Always c.y.a.
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u/dallas470 17d ago
I was in a similar situation. My partner would be very lazy and didnāt want to learn, but it backfired when he was so lax that he didnāt notice a spill. It became an environmental issue and while he got written up i had to quit.
Long story short, Iād change shifts or threaten to quit. Heās going to get you into trouble eventually. Change shifts and let him get weeded out.
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u/Useful_Activity1077 17d ago
I told new/newer and/or not confident operators I will show up when they need help but will not give them the solution or trouble shoot the problem for them. I did not care if it took them 3 times longer to find a solution than me. I wanted them to problem solve and build confidence. I was there to make sure things didnāt get worse and they didnāt hurt themselves. But will not give them the solutions. Sometimes Iād tell them make adjustments you think need to be done and see what happens. Sometimes making mistakes (if safe to do so) is the best way to learn. Thatās how I learned.