Mis-hires happen
right fit and has the right attitude but there’s a competency issue, you may have just hired at the wrong level. When that’s the case, you have to see if there’s a way to quickly train and adjust.
With transparent feedback and the right goals, will this person be able to reach the level you need within the next three to six months? If not, then he or she may not be a fit. At that point, you have to make the decision to either let him or her go, or retitle or reposition within the organization.
“We typically establish 90- to 120-day goals for new employees,” said Ed Borromeo, COO of Tallwave. “If they’re on plan and hitting milestones, that’s a good sign and they’re likely a keeper. If they’re not, you should make the tough call and part ways with them or, if you’re truly on the fence, then another 60 days under a renewed, clear-development plan will help make your decision more cut and dry.”
When you find people who are not a good fit, and they’re not hitting the early milestones you’ve set before them, move swiftly to get them out. This is especially important in growth companies, where for the most part people have to get up and running quickly and be able to contribute without much management.
But whether in a small-growth company or more mature, large organization, it is generally far worse to keep someone in a role that is not the right fit than it is to let him or her go as soon as practicable.
Remember, it’s not fair to the new hire or to the team he or she working with if you hold on too long. This is even more imperative if that person is in a leadership role of any kind.
When a bad hire does occur, document what you’ve learned. Note the traits of that person, and what worked and what didn’t, so you can avoid any potential pitfalls in the future.
Jeffrey Pruitt is chairman and CEO of Tallwave.