Nonprofit Resources
Should They Stay or Should They Go? Managing Employee Performance Gaps
Even the most thorough hiring process can’t guarantee a perfect fit with an organization’s culture and job expectations. Some new hires thrive right away, while others quickly realize the role or organization isn’t what they expected. Sometimes, employees don’t align with the job or the organization at the start but try to adapt, or they initially fit but struggle after organizational changes.
Whatever the reason, leaders can sometimes find themselves attempting to strike a delicate balance when employees are not a good fit for their roles, especially when their work performance is lacking.
Why Employee Alignment Matters
An individual might be very personable, have friends on the team, or even bring the best brownies for the break room, but if they are not meeting your expectations for their position, the arrangement isn’t sustainable.
The primary purpose of regular performance evaluations is to assess an employee’s work product, contributions to the organization’s goals, and opportunities for continuous improvement. If these conversations with a particular team member contain more negatives than positives, the individual may not be in the right role. Sometimes employees can find more success in a different position within the organization, but that is not guaranteed.
Signs of Misalignment
These behaviors may signal that an employee under your supervision is not thriving:
- Delaying tasks or consistently missing deadlines
- Working excessive hours or on weekends to “catch up”
- Ignoring policies or instructions
- Frequently bringing up problems, but never providing solutions
- Refusing to document their current processes or adopt new processes
- Making the same mistakes repeatedly
- Lacking time management or awareness of how their inefficiencies affect the productivity of others
An individual who exhibits one or more of these behaviors is likely not thriving in their work environment.
The Ripple Effect
When an employee fails to thrive, the effects extend beyond the individual to the entire team and the organization as a whole. In nonprofit organizations, all team members need to understand how their work directly impacts the organization’s mission. This can be especially challenging but crucial for staff working “behind the scenes” without direct interaction with those the organization serves. When an employee consistently underperforms, it not only creates challenges for their colleagues but can also undermine progress toward the organization’s mission.
There is a lot of emphasis on the cost of hiring new employees, but the impact of one employee who is struggling in their role can cost an organization more over time than hiring new talent. A team member who is not thriving reduces productivity and affects their colleagues, who must then pick up the slack, correct the errors, or listen to the complaints of a team member who is indifferent, frustrated, or even miserable in their job.
Balancing People and Performance
An individual who is not a good fit might stay because of a connection to the organization and its mission, or simply because of the stability they find in not having to search for a new job. If you feel that you have done all that you can as a leader to encourage a team member to adapt and improve but haven’t seen positive change, it’s time to consider whether it is the highest and best use of your time to continue trying to encourage and help that individual. Many people will resist change until it becomes more painful to resist the change than to embrace it.
Leaders often hesitate to let an employee go out of a feeling of responsibility and compassion, recognizing the instability and uncertainty that come with having to find a new job. However, in some cases, letting go is the most constructive step for the individual as well as the organization. A fresh start could be the motivation they need for a career change or professional growth.
Letting an employee go isn’t easy, but sometimes it is necessary for the health of both the team and organization. Leaders must address performance gaps promptly to ensure all employees and the organization thrive.
Ready to strengthen your team? Please contact us with questions or to discuss strategies to help your nonprofit achieve employee success.
Authors:
Stan Reiff, Professional Practice Leader – Consulting | Partner, CRI Advisors, LLC† | Partner, CRI Capin Crouse Advisors, LLC†
Kelsey Helmick, Executive Compensation Program Consultant