3 Signs You Need to Get Him Fired

One of the hardest thing as a leader is when you have to fire your subordinates.

It gets even harder when you consider the humanity factor, e.g. he is the breadwinner of his family, he has three kids, etc. But if your subordinate meets these criteria, you need to determine yourself to fire him:

1. He becomes your energy vampire

Every time you ask him to do tasks, he always messing up so you have to check a thousand times, or even redo it. This thing happens even after he’s in the job for 2-3 months, which means he’s supposed to master it already.

2. He becomes cancer in your company

He incites his coworkers, speaks ill about the company or the boss in front of many people, until other team members start to feel demotivated too. An average person has 3-4 close friends in the office. Even when he only agitates his inner circles, those people are significant percentage of your startup company.

3. He cannot be trusted

Every company has assets, tangible or intangible. You doubt his integrity, and later you find proves that he steals the company’s asset.

This list is made in order—means that number 1 is the most minor and number 3 is the most severe. Your ship will not move as fast as you expect when you are busy patching the leaks caused by this man. As soon as possible, you have to get him off your team. Just make sure you do it in the right way.

Why Invest in Human Resources?

“Hiring and managing the best people,” is the answer almost every entrepreneur gives when being prompted about the hardest challenge they face in building a company.

Human resources factor is indeed a crucial key, since no matter how brilliant your ideas are, or no matter how many funding you’ve secured, you will not achieve anything when you do not have the right human resources in your team.

Human resources factor becomes even more important in a startup company. Steve Jobs said,

“When you’re in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn’t you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.”

Okay, you might say, I also want to have a great team, but

  1. I don’t have time to do the hiring, and our small startup do not have a dedicated HR person
  2. A class people demand high salary, and we do not have the budget.

Those problems are very common in startups with less than 10 people, and are still in bootstrapping mode. Unfortunately, the excuses are not acceptable. If you think it’s expensive to hire a professional to do the job, wait until you hire an amateur. You pay peanut, you get monkey. Count the costs: the cost from their mistakes, and, most importantly, the opportunity cost when your startup is not growing as massive as it should be.

Make the right investment. Before you rent that fancy office or buy that high-end software, make sure you have invested completely in your team.

First Thing First: HR Essentials

How important HRD is? At what scale a startup need a one dedicated HR person?

One thing you need to understand: HR is not a division or a role. Every director, every founder, every manager, is a HR manager. You do not manage machines or technologies. You manage human.

That means you have to understand the ins and outs of managing human. But when you paraphrase this art into human resources management or HRM, it sounds like a not-mandatory specialist function.

So what are the elements of HR that you, as the founder, director, and manager, have to master?

1. Hiring

Like how you make your product/service appealing for your clients, you have to make your startup company appealing to your future employees. A class people are not desperate jobless man that will accept any job offer right away—they are chased, looked for, and persuaded by many companies. You need to catch their attention, and later, dedication.

2. Managing Performance

There are so many candidates who have been lured in enchanting ways in the recruitment phase, but been let down by the time they really join the company. To ensure s/he delivers wow performance like you expect, you need to be sure that these two things have been communicated clearly:

  • The SMART goal(s) they have to achieve
  • The support system you provide (budget, team member, mentor, etc)
3. Rewarding

We assume that you are already familiar with Maslow triangle of needs. Make sure that you give them the exact reward they need. Bonus, extra leave, appreciation, autonomy—combine all of them to give the right rewards.