Dealing with Poor Performers
There is no such thing as a perfect hire. Every person entering a new role requires time to acclimate to the position. Training is not only necessary, but an important part of the on-boarding process. When all is said and done, as much as 46 percent of new hires fail within the first 18 months. Holding on to a weak hire can become a disaster if not dealt with in a timely manner.
Unhappy new hires and even disgruntled employees can become a cancer within a company. Identification and corrective action needs to occur as soon as possible to contain the issue. These employees soak up time and resources when managers try (many times in vain), to train, retrain, and coach them up to speed. It is very likely that a bad hire or disgruntled employee will not get any better.
Frustration among current team members is perhaps one of the worst effects of a bad hire. Constantly having to help new hires, pick up the slack when the new hire fails, or contend with a “checked out” disgruntled employee when they under perform is an immediate turnoff to top talent. The last thing any organization wants to do is drive away top-performers.
Next; Three approaches one can take to identify and release the bad hires and dissatisfied employees.