What to do if you’ve hired the wrong person for your team.

If you have hired the wrong person for a particular role within your organisation, you’ll soon recognise some early warning signs or red flags.

Hiring mistakes can happen. It’s important to address the situation promptly to minimise any negative impact on your organisation and team morale.

Hired the wrong person? Here’s what to do.

Evaluate the situation.

Assess the reasons you believe you have hired the wrong individual. Is it just a gut feeling, a personality clash, or are there more serious concerns behind your beliefs that this person is not a good fit?

Start with identifying any specific issues or shortcomings which led to your feelings.

Is it simply a lack of enthusiasm? Do they seem disinterested or lack enthusiasm about the job, company, or team? This could be reflected in their attitude, body language, or overall engagement level and having a negative attitude.

Are they having difficulty in adapting to the company culture or an inability to adapt to change?

This comes down to the company’s values, work environment, or social dynamics. This might be evident in their interactions with colleagues, adherence to company policies, or participation in team activities.

Difficulty adapting to changes within the organisation, whether it’s changes in processes, procedures, or team structures, may signal a lack of flexibility or resilience.

Is there a mismatch in skills or experience where the new employee’s actual skills or experience do not align with what they presented during the hiring process?

Are they experiencing difficulties in effective communication, whether it’s written or verbal? This may include challenges in understanding instructions, expressing ideas, or collaborating with team members.

Or is it something more serious like missing deadlines or poor performance which is directly effecting your business?

Conflict with team members can also be a serious issue which needs to be addressed.

Depending on the role, a lack of initiative or pro-activeness in taking on responsibilities can be concerning. This might manifest as a reluctance to contribute ideas, an unwillingness to take on additional tasks, or a passive approach to problem-solving.

Unexplained or frequent absences, tardiness, or a pattern of being consistently late may show a lack of commitment or engagement with the role.

Once you identified what the problem is, here are some steps you can take:

Review the employment agreement or contract.

Understand the terms and conditions mentioned in the employment agreement or contract signed by the employee. This will help you determine the options available to you and any legal implications involved in terminating their employment. Always consult with a professional.

Does drastic action need to be taken or could you consider that you saw something you liked in the person during the interview and could you work with the individual addressing the area or areas of concern?

Communicate your concerns.

It’s important to encourage open and honest conversations about expectations and performance. Effective communication can sometimes resolve misunderstandings or bridge the gap between employer expectations and employee performance.

Discuss your team culture, fit, and its importance. Provide examples of how a good cultural fit contributes to employee satisfaction and overall team success.

Provide feedback and coaching.

If the performance issues are not severe, consider providing feedback and coaching to help the employee improve. Schedule meetings to discuss their strengths, areas for improvement, and any specific expectations you have. Offer resources, training, or mentorship opportunities to support their development.

Explore internal options.

If possible, assess whether there are other positions within your organisation where the employee may be better suited. They might excel in a different role or department, which could prevent the need for termination and provide an opportunity for them to contribute effectively.

Document performance concerns.

Maintain a record of any performance-related issues, feedback discussions, or instances where expectations were not met. This documentation will be valuable if you need to take further steps, such as termination.

Termination as a last resort.

If the issues persist despite feedback and coaching, and you believe termination is the best course of action, consult with your organisation’s HR department or your lawyer. Follow the proper procedures and adhere to local labor laws and regulations to ensure a fair and legal termination process. In the meantime consider hiring a virtual assistant. See the benefits of hiring a VA here.

Learn from the experience.

Reflect on the hiring process and the factors that led to the hiring of this individual. Conduct a comprehensive review of employment agreements. This could include refining job descriptions, conducting more thorough interviews, or implementing better reference checks. Identify any shortcomings in your recruitment and selection methods, such as inadequate interviewing techniques or flawed reference checks. Explore internal options, document performance concerns, and, when necessary, consider termination while adhering to proper procedures. Use this knowledge to refine your hiring process, improve future hiring decisions, and streamline internal processes.

Embracing the reality that hiring mistakes are an inevitable aspect of the business journey is essential. Recognising that you’ve brought on the wrong person for your team is not a failure, but an opportunity for growth and learning. By proactively identifying early warning signs and thoroughly assessing the situation, you pave the way for constructive solutions.

Don’t despair, view these challenges as learning experiences. This will allow you to refine your hiring process, address your shortcomings and ultimately strengthen your organisation for future successes.

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