When an Underperformer Leaves
We’d all like to think that every employee at our company is extraordinary, but it’s unfortunately not the case. Some are just OK. It’s hard for managers to performance-manage those mediocre people out of an org because it takes a lot of time and energy to get rid of someone, and then to recruit a replacement. Sometimes it’s easiest to leave well enough alone. That’s one of the benefits of a rigorous 360-degree review system every 6 months: it forces managers to take a hard look at everyone and forces some tough discussions.
But this post isn’t about what makes an effective review system. That will be the subject of a future post. This is about what to do when luck strikes and a mediocre employee leaves for another company. It happens, and when it does you do your best to act bummed out in the exit interview. But secretly the person’s manager breathes a big sigh of relief that the guy he always worried about having to fire someday has found some other dumb company to take him on. Yippee.
So now what?
My advice to the manager is counter-intuitive. His or her instinct will be to rehire for that position ASAP, albeit with a higher bar than the last go-round. Seems like a good idea, but wait – think twice. Instead, I recommend that the manager personally take on the departed’s responsibilities for 3-6 months. It’s amazing what you’ll find. Turns out it’s very possible that the mediocre guy who always seemed incredibly busy was actually doing a lot of very unimportant things. Unnecessary meetings galore, time-wasting updates on useless things, and just a whole lot of busywork.
I’ve been that manager at least three times in my career and each time I’ve learned a lot during that period when I was doing the departed’s role. Each time it has helped me reshape the position so when I eventually opened up the head I was able to attract a better candidate and tee that person up for greater success than his predecessor. The time spent doing the departed’s job also will make you a much better manager of the new hire, since you understand their function better for having done their job briefly.
So when you're fortunate enough that an underperformer quits on you, and once you're done with that silent, smug, internal high-five, don’t rush out and rehire. Take a few months and evaluate what to do with the role before rehiring.
You can find more of my musings by following me on twitter @spencerrascoff.
Flickr photo by Fairy_Nuff
As a project manager experienced developer, social housing, assisted living and healthcare facilities
11yWhat if the so called underperformer turns out to be the opposite and you discover this fact only when you took on the assignments of the departed? The 360 feedback has some hidden pitfalls in this regard.
Norilsk Nickel
11ytell me what.. what would the company do and how would it go without those mediocre employees.. Why would the manager ever take care of the fact that a person has turned into a smug-dumb-mediocre only after he or she left? a 360 drgree review is a tool to help managemrs understant the jobs of their emlyees and have the insight into the very life of the organizations. Of course, you cannot afford going that deep into every employee;s performance, 100% of time and 100% of a, say, 5000-employee company staff... But.. de careful about calling someone mediocre. I bet they had a sight of relief having had stopped working for a boss who deems them mediocre and does not seeem to have any interest in how they're doing. Maye it's the mediocre manager taht appears to their view and they wished theya had some leader, just because they need them and need some extra brain power focused on management and workflow issues, while thay are doing those tons of work. I am glad the author recognizes it and states that he makes it useful insignt and improves [i suppose] the job design and working conditions, for the next employee. I would be a mediocre emoloyee, had I had not be in a team of a Manager who is one of the best ones I have ever met. I turned into a mediocre under the pressure of a manager who thougt it is normal to be mediocre, unless you are asked to be otherwise. This is why I left. I am for brighter and effective, more meaningful job experience, rather than for some mediocre view at everyone. BTW, by paying special attention to employees' self-realization needs, comany could cut costs, as it would not need to reinforce the retention of workforce through conducting costly benefit plans (be balanced on that last one, though, LOL)
Owner, SLS Creative and @619Suzanne (twitter) Staffing and Recruiting Consultant
11yGreat idea. You may find the position responsibilities need to change as well.
Lead Platform Architect @MasterCard
11ythrowing someone rite away is not a good idea. You must discuss the situation and push the under performer to work better. Encourage him/her. Rolling over employees is not management. A two year kid can kick in and out any one if he becomes manager. Moreover if under performer is hired by you than its your fault and failure of your judgement at the entrance level. Now once the candidate is hired its the manager responsibility how he takes work....
JavaScript, React & Node. Author of Polymer rtr-router, Preamble testing framework & Coccyx MVC.
11yI've often been in the position of having to work alongside under performers. In a majority of the cases the individual just needed some personal attention and coaching and motivation to raise the bar of his/her performance. It was the rare case that the individual was intentionally underperforming. In most cases it was management at fault for failing to recognize the human aspect involved in the relationship. Technology has raised the bar in many aspect of our lives but it should never be allowed to supplant the need to foster relationships and seek dialog, especially in something so important as our interpersonal work relationships. Ignoring effective communications and treating everyone in a cookie cutter fashion for the sake of efficiency is a fail/fail proposition.