Not a Cultural Fit, Is firing for fit is necessary too?

                       

When your company is too big to be small, and too small to be big. One bummer of adolescence is that some team members--reliable and loyal from day one--are not the right people to grow you to the next level.

Nor are they ideal fits for a fast-growth culture.

The consequence? You need to make a key firing or two. Here are three steps that will help you:

1. Codify your culture throughout your organization, from job descriptions to performance reviews. 

If cultural mismatch is the main reason you want to dismiss an employee, you need to avoid vagueness in explaning the mismatch. You don't want to say something "like 'This isn't a good fit' or 'It just didn't work out.' That's not strong enough, and it's not quantifiable," notes employment lawyer Joel Greenwald in a recent post on strategy + business.

But if you codify cultural fit into your human resources processes--recruiting, hiring, onboarding, evaluating, retaining--you'll turn your culture into "both a sword and a shield," writes Greenwald. You'll have spelled out your culture, rather than letting it just "be" as something intangible. The more you've spelled it out (and evaluated what it means to be a fit), the more you'll have a leg to stand on if you need to sack an employee who is not a fit.

2. Emphasize the employee's long-term success.

Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent. We think they should. Numerous studies have concluded that for people with satisfactory salaries, some non financial motivators are more effective than extra cash in building long-term employee engagement in most sectors, job functions, and business contexts. Many financial rewards mainly generate short-term boosts of energy, which can have damaging unintended consequences. Indeed, the economic crisis, with its imperative to reduce costs and to balance short- and long-term performance effectively, gives business leaders a great opportunity to reassess the combination of financial and non financial incentives that will serve their companies best through and beyond the downturn.


3. Help them find a job or pursue a path where they'll be happier. 

You can help an employee find a better position elsewhere. This is more common than you might think: According to a recent poll a whopping 67.5 percent of business leaders help by making introductions or offering guidance.

If you're too hard-boiled or old-school to help anyone leave your company, consider what you'll gain. For one thing, your current employees--seeing your kindness toward the almost-departed--might be less hesitant to speak out about their dissatisfaction. In the long-term, this will help your organization improve its retention practices. And imagine if departing employees gave you, say, six months notice instead of two weeks. That's bound to make the transitions all the easier.

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