Underneath yesterday’s post, Bardon wrote the following:
I don’t like Ilya either and think that he should be shown the door. How long has that loser being getting away with it, is all I can say about the useless idiot.
So let me elaborate on the situation on Sakhalin Island in 2007, which will be fairly typical of most non-western countries. There is a thing called Local Content Legislation which makes it a legal requirement on the part of all foreign entities to hire a certain percentage of locals. If the locals are uneducated, unskilled, and untrained it doesn’t matter: it is the foreign company’s responsibility to provide the necessary training to allow them to do the job. If there are no locals around because the site is in the middle of nowhere, you must hire them elsewhere and bring them to site. In the early days, it was possible to employ a whole bunch of locals as drivers or in other lowly positions, but the authorities soon got wind of this and started looking at job categories and average salaries.
Even before 2007 companies in Sakhalin were under enormous legal pressure to hire more locals in more senior positions. At the height of the Sakhalin I and II construction projects (which were running simultaneously), there were tens of thousands of people working on them, both locals and foreigners. The population of Sakhalin is around 500,000 of which about a third live in Yuzhno-Sakhalinsk, the regional capital. To say there were serious labour shortages is an understatement, and thousands of Kazakhs, Turks, Kyrgyz, Uzbeks, Azeris, Brits, Americans, Australians, Nepalese, Dutch, Indonesians, Filipinos and another forty nationalities were brought in to man the projects. Russians were brought from the mainland by the thousand, particularly those from the Krasnodar region who had experience on the Caspian Pipeline Consortium. Kazakhs were also favoured because they spoke Russian and had experience from the Tenghiz and Karachaganak projects.
In short, any Russian under 50 on Sakhalin who was not mental, in jail, or a raving alcoholic was in high demand (so about half the male population, then). Added to that was the problem that foreign companies needed most of their Russians to speak English, which reduced the labour pool even further. This is why all the foreign companies on Sakhalin at that time were stuffed full of teachers: they were the first ones they identified who could speak English, and any technical skill or other competence came further down the list of requirements. Much further.
So while we had some very good Russians working for us, we also had some pretty average ones who you couldn’t do much about because the law didn’t allow a foreigner to do the job and there were no better Russians available. It is in such situations a manager is really tested. Any idiot can fire someone and hire another, but it takes skill to manage a team with a whole range of individuals and understand that these are the people you have to work with. A common mistake a lot of modern managers make is to believe replacing people is a bigger part of their job than effectively managing those they have. When a new manager of Plymouth Argyle football club takes over, he doesn’t sell the whole team and demand the club buys Ronaldo and Messi. Instead he looks at the team he has and tries to get the very best out of them, and he’ll only sell a player once they’ve been shown they can’t fit the team and a better replacement is available. Now I understand some managers have the luxury of being able to fire people and immediately replace them, but let’s not pretend this requires any great talen t.Another way of putting it is you manage the team you have, not the one you wished you had; I was stuck with Ilya and had to work with him. In the main he did a reasonable job, could be relied upon for the most part, and brought in more money than he cost us. Indeed, by the standards of Sakhalin Island in 2007 he was a pretty good employee.
The other thing every manager had to be wary of on Sakhalin was the labour law. The Russian labour code is notoriously strict, and getting rid of people for performance issues required several steps with the involvement of HR, each properly documented. Even then, local employees used to take foreign companies to the local labour courts, who would delight in ruling in favour of their own (this was in stark contrast to when a Russian would take a Russian company to court, and get laughed at). This meant you would only fire an employee as a last resort, when the damage they have wrought is so great you have no choice. Usually, the way of getting rid of a bad employee was to make their job a bit rubbish and, with the labour market being what it was, wait for them to get a better job with another company on more money. The exception was if they were drunk at work, in which case they would always resign rather than have the reason for dismissal entered in their labour book for future employees to see.
In summary, firing Ilya on Sakhalin Island in 2007 wasn’t really an option, even if it were a good idea. Instead I was required to manage him. Imagine.