If the company is growing, the complexity of the jobs in the company is growing. If employees are not growing at a faster rate, the jobs will outgrow them. This doesn’t mean those employees are bad. It just means that as jobs become larger and more complex, some individuals won’t be able to keep up.
One of the biggest mistakes a leader can make is knowing that an employee cannot be successful in his or her current job and not doing anything about it. This doesn’t necessarily mean letting them go. It’s possible to find another “seat on the bus” for the individual where he or she might be able to succeed. Though it makes the leaders feel better, there is almost no return on investment in spending time trying to fix poor performers in a role that has outgrown them.
The worst scenario is when a leader knows the individual won’t succeed but justifies keeping the person on, thinking it’s better to have someone, anyone, in the position than having no one at all. This approach can be detrimental to the overall health of the organization. Keeping underperformers around means a leader is sending the message to everyone on the team that he or she either doesn’t recognize the problem or is afraid to deal with it. Either way, it sends a message of weakness that every employee can see.
A proactive approach to this issue involves regular performance and scorecard reviews and career development plans. Leaders should invest in training and development programs to help employees acquire new skills and adapt to changing job requirements. By doing so, they can minimize the gap between job complexity and employee capability. Additionally, creating a culture of continuous learning encourages employees to take charge of their own professional growth, aligning their progress with the evolving needs of the company.
Moreover, it’s essential for leaders to communicate transparently with their teams about expectations and performance standards. Open dialogue can help identify potential issues early on and allow for timely interventions. Leaders should also foster an environment where feedback is welcomed and acted upon. This can help employees understand their areas of improvement and provide them with the resources they need to succeed.
Empowered leaders move employees in jobs that have outgrown them and are more successful. They understand that reallocating talent within the organization can lead to better outcomes than persistently trying to fit a square peg into a round hole. By identifying the strengths and weaknesses of their team members, leaders can place individuals in roles where they are more likely to excel. This not only benefits the employees but also enhances overall team performance and productivity.
Ultimately, the goal is to create a dynamic workforce that can grow alongside the company. This requires a commitment from leadership to continually assess and adjust strategies for talent management. By prioritizing the development and well-being of their employees, leaders can ensure long-term success for both the individuals and the organization as a whole.