So that’s t
he first reason you need to face into hiring mistakes quickly. Sure, maybe one individual’s poor performance isn’t going to sink the company. But when your “mistake” isn’t doing his or her job, it invariably puts a strain on the whole team. It makes work harder for everyone else, not to mention the resentment an underperformer builds in those covering for him or her, or toward you for the miss. And yet, as your question implies, too many managers twist in the wind for months before acting on hiring mistakes. That’s just fatal! They’ll tell you they’re hoping the hiring mistake’s performance will improve with time and experience. They might also moan about the time sink required to find someone new and bring him up to speed. But the real, unspoken reason most managers don’t act is that they fear looking stupid and worry that admitting a hiring mistake is career suicide. Ironically, in any good organisation, that logic is exactly backward. There, managers are rewarded when they acknowledge they’ve hired someone who is wrong for the job and swiftly repair the damage. And they get even more positive buzz for the operational improvements that occur when the right person is finally in place. Indeed, facing your mistakes – and fixing them boldly and prudently – builds a manager’s credibility. Hoping against hope that they will go away does the opposite. Now, it is important to note that “boldly” doesn’t mean harshly. Remember: You made the error. Don’t blame the recipient for it.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
he first reason you need to face into hiring mistakes quickly. Sure, maybe one individual’s poor performance isn’t going to sink the company. But when your “mistake” isn’t doing his or her job, it invariably puts a strain on the whole team. It makes work harder for everyone else, not to mention the resentment an underperformer builds in those covering for him or her, or toward you for the miss. And yet, as your question implies, too many managers twist in the wind for months before acting on hiring mistakes. That’s just fatal! They’ll tell you they’re hoping the hiring mistake’s performance will improve with time and experience. They might also moan about the time sink required to find someone new and bring him up to speed. But the real, unspoken reason most managers don’t act is that they fear looking stupid and worry that admitting a hiring mistake is career suicide. Ironically, in any good organisation, that logic is exactly backward. There, managers are rewarded when they acknowledge they’ve hired someone who is wrong for the job and swiftly repair the damage. And they get even more positive buzz for the operational improvements that occur when the right person is finally in place. Indeed, facing your mistakes – and fixing them boldly and prudently – builds a manager’s credibility. Hoping against hope that they will go away does the opposite. Now, it is important to note that “boldly” doesn’t mean harshly. Remember: You made the error. Don’t blame the recipient for it.For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
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