Are you familiar with "quiet firing"? How do you navigate tough conversations with direct reports who may not be a good fit for the team/organization?
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Director of HR in Retaila month ago
In legal terms - quiet firing is essentially constructive dismissal. So in no way should that ever be the solution to performance managing an employee. Tough conversations are the only way. Its never easy and its never fun. Yet the direct honest feedback with the core intention to help the employee improve is the only way navigate the challenges of a team member that is not a good fit. Provide them honest and constructive feedback. Be clear on what the expectations are moving forward. Offer the support needed to achieve those expectation whether it be training, tools, etc. But most importantly follow-up to ensure accountability and then repeat the process until you reach an outcome. Those that are not a good fit or seem like they are not a good fit, will either show improvement or will end up leaving...
I can offer a simple thought experiment which i believe can yield a caring and win-win result. If you were that person how would you want to be treated? If that person was your child or mother, how would you want them to be treated?
If my Manager thought I was in the wrong organization I would want...
...them to ask a lot of clarifying questions so they could have a full picture of what is really going on and not making judgements based on assumptions.
...them to offer facts about what they are seeing and an open and curious statement of the meaning they are making, with the opportunity to learn more.
...them to listen to my take on the situation and to accept my suggestions for improvement, effectiveness and creativity.
...them to recognize the gifts I bring and to co-craft a role which is more an expression of my gifts and still supportive of the organization's mission.
Poor performance is often the result of the situation, environment and ways of working not the individuals.