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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 pages)
close this folderStaffing
View the document(introduction...)
View the document51. Seek out those rare individuals who are truly committed and build around them
View the document52. Put the person you interview at ease
View the document53. Hire team players
View the document54. Make the most critical interview the job interview
View the document55. Don't delay tough personnel decisions

55. Don't delay tough personnel decisions

[References - 45]

Not all of your employees will be high producers. Some will not be successful.

If you have been clear and straightforward in hiring and assigning staff, then they will know what the job requires, what you expect, and what the consequences are of poor performance.

If an individual is not achieving results, not only that person will know it, but so will other staff. If you keep that person in that position, you are telling your staff that it is all-right to perform poorly.

This could have serious consequences, i.e.

1) overall performance of staff can decline, since there is no penalty for poor performance; and
2) your best performing staff could look for other jobs where their performance will be recognised.

As a manager it is your responsibility to take action. Work with low performers to help them improve; revise their jobs to take advantage of their strengths, if you can, but if you can't, don't hesitate to replace low performers with high performers.