Managers at every level in an organisation struggle to fire employees, who don’t deliver what is expected of them. The reason primarily is because people find firing the most uncomfortable act and they don’t want to be doing that.
Firing is a painful process for both the receiver and the giver alike.
Before jumping into the main topic, let’s discuss the underlying faults in the performance evaluation process at most organisation (esp in the startups space).
Most of the times, the process to arrive at the decision of whether to fire someone or not, is not taken in an objective fashion. Evaluation of someone’s performance often contains skewed logic studded with biases, which is most likely stacked up against the victim.
Also, rarely do managers make honest efforts to identify alternate ways of salvaging a talent in a different function or role, so that his contribution potential can be revived.
And as the time lapses, there’s a slow but steady build up of frustration among the employee, his peers, manager and company as a whole.
A non-performer who continues to stick around, attracts constant attention from everyone around and as a result gets into multiple conflicts and loss of equity in the company. This leads to many relationship issues with all the erstwhile friends and well wishers.
On the day of the inevitable judgment, he has not only lost his job but also the fundamental esteem in front of everyone. Leaving a permanent scar in him for years to come.
The long delay of taking that decision accentuates the exit into a very ugly proposition for the concerned employee.
The longer the delay in taking the decision, the heavier would be the thud of his fall!
He deserves much better treatment! Agree?