Terminating an under-performing employee is a costly project. These costs can include:

• HR Department exit process costs
• Loss of investment in training and development of the exiting employee
• Loss of employee's accumulated experience and knowledge
• Cost of recruiting, developing, and training new employee
• Possible negative effects on morale of other employees
• Possible negative effects from any necessary restructuring of other positions
• Costs of disruption, down time, and loss of productivity momentum while position is being filled
• Possible costs of any termination litigation

The alternative of working with the under-performing employee is a superior alternative. The vast majority of the time, the improvement required to turn around the employee's performance does not involve raising the individual's actual work skills. Instead, it involves working with the individual's personality deficits and blind spots. Much of the time the individual is not aware of the problem. Often, the individual is relieved when the problem is defined and help is offered.

How Do We Do It?

The first step in derailment prevention is to identify the causes of the unsatisfactory performance. This is usually done through meeting(s) with the individual's manager(s) and the HR professional.

We don't automatically proceed by running extensive psychological testing. We first need to help management answer the following questions:

• In reaching his full potential, will the individual become an integral part of the company's enlightened mission?
• Is trying to change the individual in the best interests of the individual and the organization? Is it synergystic?
• Is the organization asking too much of this individual? Does he fit the corporate culture or does he feel like he could never belong? Would it be better for the individual and the organization to work together to find a better fit for him outside the organization?
• Are there obstacles beyond the individual's control that if dealt with would improve his performance and help him become an integral part of the organization and its mission?

If it is determined that we should proceed to improve performance, we then meet with the individual to assess his awareness of the problem. We discuss how the changes proposed would be in his best interests as well as the organization. Does he agree with the proposed changes? What are his perspectives? Does he think he can change? Is he willing to try? If he is, we proceed with the Coach-Mentor Process.

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