And after all that, my new hire is not doing well…what should I do?

Regardless of all of the analysis or perhaps, even as a result of it, we all discover that there are certain employees or new hires who are not in the right job or simply do not belong in the organization. These are people who are not achieving their performance goals or are failing to exercise leadership effectively. An effective leader must address this situation as well.

Failure to do so exhibits false kindness. While it may be easier to leave these professionals in their roles, doing so harms the leader, other staff, and the whole company. Additionally, it sends a message that non-performance is acceptable in the company.

An employee may not be effective in the job because of any of six reasons. The person lacks the ability, was improperly trained or oriented, has the wrong attitude, demonstrates the wrong behaviors, lacks the required skills, or lacks experience.

To remedy these situations, there are four options. . You can train the employee, coach him or her, shift the person to another position, or let the person go. There is a way to determine what the appropriate remedy for each situation is.

If it is a matter of skills, training is the appropriate remedy.

Attitude related issues may be remedied by discovering what is causing the difficulty, and then addressing the issue while coaching and motivating the employee.

Correcting behavioral issues requires coaching and patience. Behaviors shift over time. In order for the supervisor to determine whether that amount of effort should be expended, he or she must determine whether the employee adds significant value in other areas.

If the person lacks sufficient experience, it may be possible to shift the employee to a position where her/his experience level is appropriate.

If the person lacks the ability, that individual should be let go. No amount of training, coaching, or shifting will allow him or her to make a meaningful contribution.

In the course of my career as a CEO and COO, I have had to let people go. In each case, I attempted to make sure that they left with their dignity intact, with appropriate severance, and frequently with another job in hand. In several cases, I created an exit strategy that allowed them to stay in their job until they found another and could then announce to their colleagues that they had accepted another position. In other words, if you release people in the same way that you hire and manage them, with integrity, honesty, and communication, the difficult process of letting people go is much easier.

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