http://blog.threestarleadership.com/2009/08/05/8509-midweek-look-at-the-independent-business-blogs.aspx

Wally Bock

@qlockett Thanks for chiming in. Evaluating the interview process is important. I once worked at a company that asked employees to evaluate their interview and on-boarding process about 90 days into their employment. We wanted to make sure that employees were being the resources to be successful.

@Red Seven Excellent insights about defining organizational culture. I wonder how many companies really do it (to the extent that it should be done).

@Mike Kohn Thanks for commenting. I totally agree there are other options besides parting ways. I’ve found when companies are reluctant to address the matter, as time passes, so do options.

I’m really looking forward to hearing more discussion about this one. Especially the question about the impact of flaming one’s employer on future employment…

But on the other hand, when applying for another position, regardless of the talent that he has (and his writing abilities are evident from that post alone even before taking into account his published works), what employer would not think twice before bringing him on? I know that he said that he left amicably from past publications, but even still, it’s hard to get past the notion that he completely blasted his employer and trashed the editor-in-chief in a public forum.

But back to the original point of the post, I agree with what’s already been said and what you wrote Sharlyn. It’s not about throwing accusations or placing the blame, but about acknowledging that there continues to be tension 1 month, 2 months, 3 months into someone’s employment. And that doesn’t necessarily mean that you immediately jump to the conclusion that someone should be let go because the “fit” – however you define that – isn’t quite right. It just means that managers (and HR too!) should be sitting down to talk about why things aren’t working and what can be done to remedy it, whether that means changing a team, altering job duties or agreeing that the best thing to do would be to part ways.

Which is not to say that your main points – 1) managers need to be truthful, even (especially) when truthfulness requires courage, and 2) not every employee is a good fit for every organization – aren’t wise and true. I would just advise some caution before going directly to “culture fit,” even (especially) if you absolutely believe that that’s the issue at hand. Furthermore, I think an organization would do well to explicitly define both “culture” and “fit” before considering letting anyone go based on the idea that s/he doesn’t fit within the organization’s culture.

Secondly, we have become the so called “gate keepers” of the performance review conversations, but when an employee just doesn’t seem to fit in with the values and culture of the company, are we having conversations about that as well? We should be! Remember its not just about the company but also the employee, so the quicker you are to be open and honest about the situation, the quicker you can help that employee transition to another organizations where he/she can prosper.

Twitter: @qlockett
http://www.cgthreesixty.com