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Here\u2019s a test of your patience and your willingness to suppress your tendency to avoid conflict or confrontation \u2013 all in the same insight.<\/p>\nHere\u2019s a test of your patience and your willingness to suppress your tendency to avoid conflict or confrontation \u2013 all in the same insight.<\/p>\n
First a reminder about why we hire:<\/strong><\/p>\n New hires can shore up the weak areas of a business in ways existing employees cannot – if hiring is done to fill true needs.\u00a0 We acknowledge that some employees lose their drive, or remain behind as the company grows, failing to gain the experience or knowledge needed to manage expanded processes or numbers of subordinates.\u00a0 Sometimes, there is just too much work for one person, and a second is needed to continue growth.\u00a0 And of course sometimes, a person leaves the company, creating a need to fill a hole.<\/p>\n There is a rule few follow.\u00a0 <\/strong><\/p>\n Slow down and take more care in the hiring process.\u00a0 Vet the candidates well, even though you think that you do not have time enough to do so.\u00a0 Hiring is one of your most important duties, a way to increase the quality and productivity of your company\u2019s staff.\u00a0 Every hiring opportunity is a window to improve the company.\u00a0 Hire slowly, with the weight of that opportunity clearly in mind.<\/p>\n On the other hand\u2026<\/strong><\/p>\n [Email readers, continue here…]\u00a0<\/em> <\/span>\u00a0We are all guilty of hanging on to marginal employees for too long. \u00a0It is humane; it is easier to do nothing.\u00a0 It is less of a drag on your time to let marginal employees continue to plug along in their job.\u00a0\u00a0 We have all done this.\u00a0 And yet, we have all looked back after a painful separation of a marginal employee and thought that we should have made the move to replace the person much earlier.\u00a0 We almost always agree that the person would have benefited with a better fit, and the company would have surely performed better having hired the replacement earlier.<\/p>\n How about the bottom ten percent rule?<\/strong><\/p>\n An opportunity to build a superior organization.<\/strong><\/p>\n Every such move gives you that opportunity to search for (slowly) and find a superior candidate for the vacated position, improving the quality of the team. \u00a0And no doubt, most of your team members knew of that need to clear the marginal performer long before you did.<\/p>\n Fight that \u201chuman nature\u201d to be expedient.<\/strong><\/p>\n It is human nature to hire as quickly as possible, to reduce the time taken from a busy day for interviews and reference checking.\u00a0 And it is human nature to hang on to marginal employees.\u00a0 Both are opposite the best practices of good management.<\/p>\n Try to force yourself to slow down in the hiring process, and speed decisions you know will someday have to be made about your marginal employees.<\/p>\n","protected":false},"excerpt":{"rendered":" Here\u2019s a test of your patience and your willingness to suppress your tendency to avoid conflict or confrontation \u2013 all in the same insight. First a reminder about why we hire: New hires can shore up the weak areas of … Continue reading ![\"\"](\"https:\/\/berkonomics.com\/wp-content\/uploads\/2016\/07\/hire-for-talent-300x197.jpg\")
First, it is not a rule, just a proposition from one of the many business books dispensing advice. \u00a0Do not do it. Don\u2019t draw a line each year to eliminate your bottom tier by firing them. \u00a0But look at it from the other side of the coin. \u00a0Some people just don\u2019t excel or even fit into their jobs. \u00a0Even those in the mid-tier of your organization. \u00a0Coaching them to a better fit or even out the door may well be the most humane thing to do.<\/p>\n