61–70 of 231 posts
If you’re willing to write all of this in a hacker news post, it’s clear that you take this very seriously, and it weighs heavily on your mind. Based on what you said, it’s also clear you must let this person go, but be helpful in finding them an opportunity that matches their skill level. Easier said than done!
sales / executive track
It helps both sides.
This is a good case study and how different the US versus European climate for scenarios like this is
How does Europe handle it?
The going rate for firing without cause is about 1/3rd of a month of salary per year of employment for an employee under 55 (?) on a permanent contract. On a yearly contract this is difficult - I would recommend hiring on permanent contracts because they are even seen as a positive.
Demoting will mean that you overpay someone, but will at least clarify the new hierarchy to the team.
This is what the 'probation' period is for?
We don't have those in America. Mostly because your healthcare is tied to your job, so nobody would risk taking a probationary role that could land them out of work and without healthcare at the end of it...
Really? You want low turnover in people who lie to you in the interview and are a drag on the rest of the team?
That’s exactly how you get high turnover from the good-fit people.
I liked to use GWC for all employees: - do they "get it"? - do they want it? - do they have the capacity to do it?
All three must be yes for a role to be a good fit.
It's nobody's fault; perhaps they -were- at a senior level at another org, but your definition of senior might be more aligned with the market.
Ultimately, it doesn't matter. Their capabilities do not match the requirements of the business. Take the emotion out and it's an easy decision.
I’ve learned that peers often won’t say what needs to be said even if it impacts the team, but they will expect leads and managers to pick-up on the problem and handle it all the same.