What to do When a New Hire isn't Working Out
Sarah Auer, MPH, CHES® (she/her/hers)
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
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From: Jessica Arrazola <jarrazola@cste.org>
Sent: Friday, December 2, 2022 4:39 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Friday, December 2, 2022 4:39:12 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
What to Do When a New Hire Isn’t Working Out. Not every new hire pans out. If you’ve onboarded a new employee who’s struggling to hit their targets, how can you decide whether to invest in them further—or whether it’s time to terminate their employment?
* Reevaluate their onboarding experience. After their first month, ask yourself: Did you set clear expectations? Have you given them the tools necessary to succeed? Have you been available and accessible? If you identify gaps in their onboarding experience, it’s your responsibility to fill them in and chart a more successful course forward. Reset expectations, reopen the lines of communication, and ensure they have all the tools and support they need to succeed.
* Communicate with your manager. Keep your boss up to date on your concerns. This way, you’ll not only get the benefit of their advice and support, but you’ll also ensure they’re not caught off guard if you end up deciding that the new hire isn’t the right person for the job.
* Check your gut feeling. Knowing what you know now about the role and the employee, would you enthusiastically rehire this person for the same role? If you had a whole team made up of this employee, how strong would it be? If they walked into your office tomorrow and quit, would you be relieved?
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hbc767a6e,176f51af,176f51b1&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=nykyR5XkKkbUVLKRJeD_5UDauLnvtoWQaxan4a7w2rM>
Today’s Tip
What to Do When a New Hire Isn’t Working Out
Not every new hire pans out. If you’ve onboarded a new employee who’s struggling to hit their targets, how can you decide whether to invest in them further—or whether it’s time to terminate their employment?
* Reevaluate their onboarding experience. After their first month, ask yourself: Did you set clear expectations? Have you given them the tools necessary to succeed? Have you been available and accessible? If you identify gaps in their onboarding experience, it’s your responsibility to fill them in and chart a more successful course forward. Reset expectations, reopen the lines of communication, and ensure they have all the tools and support they need to succeed.
* Communicate with your manager. Keep your boss up to date on your concerns. This way, you’ll not only get the benefit of their advice and support, but you’ll also ensure they’re not caught off guard if you end up deciding that the new hire isn’t the right person for the job.
* Check your gut feeling. Knowing what you know now about the role and the employee, would you enthusiastically rehire this person for the same role? If you had a whole team made up of this employee, how strong would it be? If they walked into your office tomorrow and quit, would you be relieved?
This tip is adapted from “Should You Fire a Bad Hire?<https://hbr.org/2022/10/should-you-fire-a-bad-hire?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Kurt Wilkin
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Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
2635 Century Parkway NE, Suite 700, Atlanta, GA 30345
Tel: 770.458.3811 | Fax: 770.458.8516 | www.cste.org<http://www.cste.org/>
We are hiring! Please visit our Career Center<https://workforcenow.adp.com/mascsr/default/mdf/recruitment/recruitment.html?cid=e81ae9c7-e644-4610-b6d3-397907be3551&ccId=19000101_000001&lang=en_US> to apply.
From: Jessica Arrazola <jarrazola@cste.org>
Sent: Friday, December 2, 2022 4:39 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Friday, December 2, 2022 4:39:12 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
What to Do When a New Hire Isn’t Working Out. Not every new hire pans out. If you’ve onboarded a new employee who’s struggling to hit their targets, how can you decide whether to invest in them further—or whether it’s time to terminate their employment?
* Reevaluate their onboarding experience. After their first month, ask yourself: Did you set clear expectations? Have you given them the tools necessary to succeed? Have you been available and accessible? If you identify gaps in their onboarding experience, it’s your responsibility to fill them in and chart a more successful course forward. Reset expectations, reopen the lines of communication, and ensure they have all the tools and support they need to succeed.
* Communicate with your manager. Keep your boss up to date on your concerns. This way, you’ll not only get the benefit of their advice and support, but you’ll also ensure they’re not caught off guard if you end up deciding that the new hire isn’t the right person for the job.
* Check your gut feeling. Knowing what you know now about the role and the employee, would you enthusiastically rehire this person for the same role? If you had a whole team made up of this employee, how strong would it be? If they walked into your office tomorrow and quit, would you be relieved?
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hbc767a6e,176f51af,176f51b1&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=nykyR5XkKkbUVLKRJeD_5UDauLnvtoWQaxan4a7w2rM>
Today’s Tip
What to Do When a New Hire Isn’t Working Out
Not every new hire pans out. If you’ve onboarded a new employee who’s struggling to hit their targets, how can you decide whether to invest in them further—or whether it’s time to terminate their employment?
* Reevaluate their onboarding experience. After their first month, ask yourself: Did you set clear expectations? Have you given them the tools necessary to succeed? Have you been available and accessible? If you identify gaps in their onboarding experience, it’s your responsibility to fill them in and chart a more successful course forward. Reset expectations, reopen the lines of communication, and ensure they have all the tools and support they need to succeed.
* Communicate with your manager. Keep your boss up to date on your concerns. This way, you’ll not only get the benefit of their advice and support, but you’ll also ensure they’re not caught off guard if you end up deciding that the new hire isn’t the right person for the job.
* Check your gut feeling. Knowing what you know now about the role and the employee, would you enthusiastically rehire this person for the same role? If you had a whole team made up of this employee, how strong would it be? If they walked into your office tomorrow and quit, would you be relieved?
This tip is adapted from “Should You Fire a Bad Hire?<https://hbr.org/2022/10/should-you-fire-a-bad-hire?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Kurt Wilkin
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Using Simulations to Upskill Employees <https://hbr.org/2022/11/using-simulations-to-upskill-employees?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
by Frank V. Cespedes, Trond Aas, Alex Hunt, and Huw Newton-Hill
These immersive, true-to-life scenarios help people practice skills in situations that replicate job conditions.
Read now <https://hbr.org/2022/11/using-simulations-to-upskill-employees?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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