Lateral quitter: Difference between revisions

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 ===Quid pro quo===
-The good burghers of HR are no more inquisitive about the ''underperformers''. Generally they are allowed to lie, languishing in a pool of non-advancement, continuing to draw a poor salary — still more than they are worth — until one of the firm’s irregular mass [[RIF|culls]], when many laggards and quite a few good ’uns are dispensed with at once, more or less indiscriminately.
+The good burghers of HR are no more inquisitive about the ''underperformers''. They should be. Generally, clods are allowed to lie fallow, unfeasibly long periods, languishing in a pool of non-advancement, continuing to draw a poor salary — still more than they are worth — until finally tilled at one of the firm’s irregular mass [[RIF|culls]]. Here many laggards and no small number of good ’uns, are dispensed with at once, more or less indiscriminately.
-[[Redundancy round]]s are a lazy, cowardly way of getting rid of staff and you should have actively managed up or out. It means you can dress up performance management as business resource reallocation — something it really isn’t.
+[[Redundancy round]]s are a lazy, cowardly way of getting rid of staff you should have actively managed up or out. RIFs let you dress up performance management as ”resource reallocation” — something it really isn’t.
 We need to get over the stigma of dismissal. Here, our American friends have the right idea: employment at will. Well-meant formalistic barriers to removing staff  have the unintended consequence of increasing barriers to ''hiring'' staff, since it is that much harder to reverse a duff hiring decision.
-It is mad really: finance professionals are not pit-workers. They have market power and a liberal education: they don’t need the protection of procedural fairness. They can erect personal defences to redundancy as they go: their contribution, their Institutional knowledge and lose.rich informal networks. No firm in its right mind will fire an outperformer: those in their wrong minds lose out. This applies, too, to functional diversity. Smart firms will ensure they have it. Firms that doing will go out of business. Q.E.D.
+It is mad really: finance professionals are not pit-workers. They have market power and a liberal education: they don’t need the unionised protections. Good staff shouldn’t want them. Good staff erect their own personal defences against termination as they go: their contributions, their expertise, their institutional knowledge and their rich, informal networks.
+No firm in its right mind — okay, okay, that leaves out many of them — will fire an outperformer: those in their wrong minds self-harm when they do. This applies, too, to functional diversity. Smart firms will ensure they have it. Firms that doing will go out of business. Q.E.D.
+End of day, firms are not a welfare system for their employees. The defence against mediocrity drift is to quickly deal with laggers. The first tool here is discretionary bonus. With this you can bring down cost and push the laggard into the safe zone. If you are flatlining on doughnuts, and you can’t figure out a way of redeploying said laggard, then have the conversation. Be clear, have it early.
 ===Look after what you have===
 How to stop this? Well, for one thing, focus your attention on your employees who deserve it: the ''good performers''.