When someone first comes on board, it is vital to spend the time to show them what the culture is. Use all of the resources you have to train them and bring them up to speed as soon as possible. But how long should it take? At what point to you begin to ask the question- Is this person trainable? There is no cookie-cutter answer to this, as everyone has a unique learning style. Plus, there is the added truth that the training never stops and you can’t stop even when they are already in the mix, performing independently.
Answering the question “is this person trainable” ultimately depends on the position they are in, as well as their track record of retaining and implementing the tools you give them to succeed. AND most importantly, their attitude.
Ask yourself these questions-
Have I spent the time with them to create a relationship of trust?
Have they bought in to me as their leader- will they do as I ask and need them to do?
Do they bring a positive attitude to the workplace?
Will they help their team members out when needed?
Do they show respect to the leader and to their team?
Are they making visible improvements in their performance?
Do they follow through consistently on the things that are important as opposed to urgent?
If the answers to any of these questions is “NO”, there is a problem. It starts with the leader- did you make sure they got the training and support required? But there is a limit to what a leader can do, essentially it comes down to the team member himself. He may not be a good fit despite your best efforts to on-board or rehabilitate him. The amount of time it takes to reach this realization will vary according to the level of experience of the leader and the team member, as well as the skill level required for the job. You should be able to make the call pretty quickly if your high-dollar bookkeeper doesn’t know the difference between a credit and a debit, for example, but may be more lenient with someone who has never had a job before.
It is never easy to transition someone off the team, especially in this current climate here in California. Everyone is hiring and so many business leaders I meet with share the challenge of finding and retaining quality people. Be that as it may, it will always cause more damage than good to keep someone on the team who is not on-board with the culture of the company.
Take a look at your team, acknowledge the blessing of the great individuals who are the core and are propelling and building your brand.
Look at yourself and ask the question- Am I focused on constantly improving, adding value to the people I lead, and becoming a greater leader?
And finally, ask yourself- Who do I need to transition off the team?