Hiring Dilemma: How Should I Address Concerns About a New Hire's Performance?

Hi Friends,

I need help to solve a scenario. It's like as follows: I recruited a candidate as per the company requirements. After a month, my manager came to me saying that the candidate's performance is poor and asked me on what basis did I select the candidate. Please suggest to me what further steps I need to take in solving this issue.

Thank you in advance.

We are not able to understand well about the candidate's skills during the interview as they may answer the tricky questions well. Therefore, most companies provide a probation period for new joiners to identify whether they can contribute something towards the organization's growth.

Recruitment is not an easy task at all. You could pass the candidate to the technical person in the area in which he/she is supposed to work. You can inform the manager that if the candidate fails the probation, necessary action will be taken according to your company's policy or provide needed training to improve his/her weak areas.

Thanks

Hi Swapna,

You can inform your senior of the criteria you had used for the selection of the candidate. There are times when such experiences can help enhance the process further. You can recommend some changes in the way recruitment is met within your organization. You can suggest some sort of tests that can be introduced, perhaps psychometric tests or written tests in the case of a technical profile, etc.

Hope this helps.

Take care.

Cheers! Disha

Hi Joseph, Nawas, and Disha,

Your suggestions are of great help. Thanks a lot. I request other members to put forth their views and suggestions as well so that we can have a healthy discussion on the right recruitment and selection.

Thanking in advance to all.

Swapna

Don't you have the line manager present when you interview? That way, he can ask technical questions probing the candidate's knowledge, and you can concentrate on the HR aspects. He also shares part of the blame if things go wrong!

Please inform your boss that I have selected the candidate, as you mentioned they have the required skills. However, if the candidate is not performing well, it may be due to inadequate training. Please ensure they receive proper training and then assess their performance.

Hello Swapna,

Conducting an interview is an art; not everybody can conduct one effectively. Does your company have one round of interviews or multiple rounds? It is advisable to conduct two to three rounds of interviews before selecting a candidate.

The first round should involve the HR team. If the candidate is deemed suitable by HR, then we can proceed to the next round. The second round should be with the candidate's immediate manager. This allows the manager to choose the best candidate for their department based on working compatibility.

The final round should be with the Director or General Manager. This structured approach can help avoid issues like the one you mentioned. In the first round, HR can assess communication skills, stability, previous work experience, and salary expectations. The candidate's manager can evaluate their work abilities, past performance, and management skills. The Director or GM should have the final discussion with the candidate, making the ultimate decision after considering feedback from HR and the manager.

This is the process we follow in our organization.

Regards,
Tejesh

Hi, Swapana,

I agree with all of our friends' suggestions. I must say to you that recruitment is a very critical factor in choosing the right person. We must consider various factors such as behavior, technical skills, experience, etc. If we follow the above-mentioned factors, we will definitely find the right person.

Hope you got it.

Regards,
Ramu A.

I believe there is additional information that you need to provide to help us determine the correct approach.

1) What is your position within the organization?

2) Which department was the individual hired for?

3) Who conducted the functional/technical interview for the individual?

Thanks and Regards,

Sanjeev

I agree with Sanjeev. We need some more information regarding the candidate and the interview. Did you conduct the interview alone, and was the candidate selected solely based on your recommendation? If so, how did you evaluate the candidate? Please also inquire about his current performance. What specific areas show performance deficiencies? It is essential to approach this matter objectively. Once we have all this information, we can determine the next steps.

Regards,
Umesh Sharma

Hi Swapna,

For which position have you recruited and in which technology? How many rounds have you taken? Okay, now the past is past. Is that person now in your company? Why don't you provide training to him/her so that the individual can improve his/her performance?

What do you say?

Dear Swapna,

This happens in most organizations where all the candidates are selected by HR only; no other line manager is involved in the selection process. Please make it a practice to have the candidate interviewed and assessed by the manager to whom they will be reporting if shortlisted and they join your company. This will help your organization select candidates suitable for the position, and the manager will be equally accountable for hiring any of their team members. The solution is easy to implement.

Do let me know your comments on the same. :-P

Cheers,
HR Prop:idea:

Hi Friends,

I need help to solve a scenario. It goes as follows: I recruited a candidate as per the company's requirements. After a month, my manager came to me saying that the candidate's performance is poor and asked me on what basis I selected the candidate. Please suggest what further steps I need to take in solving this issue.

Thanking you in advance.

Hello Swapan,

First, go through the job description to understand what the job requires. Then, analyze the essential skills needed to perform that job. Next, evaluate where the new employee stands in terms of possessing those skills. Determine if minor improvements can enhance their performance. Provide training sessions to address these areas within the company. This approach ensures that the employee does not feel demotivated and understands that the training aims to support their growth and performance.

Additionally, acknowledge the employee's current performance and mention that with some training, they can further enhance their skills and excel in their tasks.

I suggest implementing this strategy and seeing how it works. Please let me know your thoughts on this suggestion.

Take care.

Regards,
Shikha

You didn't explain the situation fully.

But my suggestion is to put the recruitment and selection flow in place. Take the feedback of all the req owners (HOD) on this and implement it so that tomorrow nobody can question it again. In the company, I have also seen many times, if something goes wrong, somebody has to take the blame and it's mostly the weakest designation/person who suffers.

Hi Swapna,

The problem is persisting as the newcomer might not be getting enough comfort zone.

Regards,
Kunal

Hi Friends,
I need help to solve a scenario. It's like as follows: I recruited a candidate as per the company requirements. After a month, my manager came to me saying that the candidate's performance is poor and asked me on what basis did I select the candidate. Please suggest to me what further steps I need to take in solving this issue. Thank you in advance.

My Dear Sir,
Your manager is right. While recruiting, did you consult with the concerned manager? If not, then this is the problem. Now, come to the solution point. As a person in HR, please find out the reason behind this. It will be unfortunate if you simply follow the instructions of the manager to say goodbye to the new recruit. If a technical problem is there, he can be upgraded gradually to the required level, or you can depute that person to another suitable place. But please don't disturb the new recruit as it will be against the ethics and values of HR. It is your fault if you have selected such an incompetent person. OK, bye... Please reply.
DPS Chauhan

Hi Swapna,

As discussed, the points are similar, and I think you didn't get the right answer. Well, Sanjeev gave a slightly correct response. Anyhow, what's your position? That tells you that your position is last in taking a candidate in.

Well, what does the department mean? Is the new candidate for that particular department? Then what about the Department Head, has he checked the candidate before taking?

Whether this recruitment is for IT or Non-IT.

Based on these queries and responses from your side, we can suggest the best answer.

Ok.

Hi Swapna,

It's good to have all kinds of experience, and we should also learn from it how to face it bravely. To avoid such situations in the future, in addition to the above replies, you can also ask for a proper job description. After the HR round, the individual can proceed to the technical round.

Kinjal

Hi,

First of all, ask the manager in which area his performance is not good. If that specific area is mentioned in the job profile or not. If not, then you can blame the manager. If it is mentioned, provide him training internally or outsource.

Hey Swapna,

You shared the problem but not the background that led you to this situation. Sanjeev has raised a few vital questions. If you answer those, we can suggest some precise solutions to this problem.

Regards,
Upasna

Hi Swapna,

I suggest you do the following:

1. Check the job description (JD) you were given.
2. Compare it with the CV and note down the reasons you or the line manager felt matched to make a fit.
3. Check out the function regarding the performance of the employee yourself. Remember, the employee has only been with us for a month, so he needs time to prove himself. There may be many reasons he is being called a non-performer. Get your facts right, and check through the grapevine if his boss is the problem. You may have your answers for your boss.
As rightly mentioned by others above, some recruitment decisions may not be perfect. In such cases, take it as a learning experience. In recruitment, such mistakes only help you realize how to analyze and identify the right candidate during interviews. This makes you an experienced interviewer.

All the best,
Lee

Dear Mr. X,

This situation needs to be handled carefully. It's imperative that you have hired someone to join your organization as per the requirements, but now it is found that he is not performing as per the desired expectations. It's not a big problem.

You need to talk to the candidate about the assessment done and it needs to be discussed at length with him. Give him one chance to prove his worth to the organization and tell him clearly that if his performance has not improved even after a month's time, he should be counseled and told to resign from the services or else his services will be terminated.

But at the same time, you need to improve your interviewing skills based on the competence required for a particular position for which a person needs to be hired.

Thanks,
Amit Gera

Dear Swapna,

If it's the reality that the person is not really performing, then you may put the person on a Performance Improvement Plan after you have a one-on-one discussion with him/her and share the realities about the performance. After that clarity and one month's time, if the person still does not show results, you may ask him to submit his papers or proceed with his termination.

Regards,
Parag

Dear Swapna,

The information provided is too short. You seem hurt that the manager has not appreciated your efforts in recruitment. He may have plans to hire someone else for the job or could be concerned about performance. In either case, your candidate is out. So, do not worry, relax. The decision has been made; that's what I think.

Hello Swapna,

In your case, the first thing you have not mentioned is in which capacity you are working. If you are working as an HR Manager, your company must have provided you with the qualities the candidate should possess. If you made the selection based on those criteria, you should not be blamed. However, I believe there should be a proper procedure in place for selecting candidates to avoid such situations.
The procedure suggested by Asnav Tejesh is the right one.

Hi friend,

As I go through your problem, I think some part of it is unclear. As the person you recruited, this decision is solely yours without using any parameters or job descriptions. If this is the case, it should be made with the consent of management. On behalf of the manager who filed a complaint, if you shed light on the matter, it will be easier to provide an answer.

Please provide me with more details, and I will definitely try to assist.

Regards,
Sidhartha Roy
GM-Admin and Operation
Logicsoft Tech
Email: siddha_mca@rediffmail.com
M: 09433126502

Dear Swapna,

As all the other members are putting it across, there are clear roles for the HR and the department heads who are participating in the interview. When a wrong candidate, not suitable for the company, enters, put it across clearly where the evaluation has gone wrong. Make it an opportunity to revamp the selection process and the roles of the line managers who sit in the interview.

Hi,

For any interview, not only technical skills but also other skills such as eligibility and past experience are validated. I am sure one person cannot validate all aspects at once, so you must have at least a couple of rounds to shortlist candidates.

There is a possibility of biased opinions being formed if there is only a single round, so you should consider strengthening your process. Any damage that may occur can always be justified by explaining the parameters on which the decision was based.

Thank you,
RB

Hi Swapana,

I believe at the moment of his selection, you were not the only person who had interviewed him. Other people were also present on the panel. So, how can you alone provide an answer to this issue? Furthermore, if you chose him based on the selection parameters, you can explain and justify yourself. Therefore, please clarify all the details to your seniors.

Regards,
Shikha

Hi Swapna,

It's pretty confusing. I mean, was the guy in a technical position or what? Because in that case, we have multiple rounds and test all skill sets as per our requirement. What about the line manager? Was there a round with him before hiring the candidate?

Hi Swapna,

Usually, the selection board comprises the Head of the Department (HoD) of the prospective candidate under whom he has to work, for a proper analysis of the candidate's skills, etc. Besides HR personnel, Finance personnel, and top management for senior positions are also involved.

Selection is a collective effort. Blaming a single individual is uncalled for.

Krk Rao

Hi Swapna,

You have to send the candidates to your superiors for the final round/selection. Anyhow, it's important to follow your company rules, seek help from your colleagues, and understand the company norms and rules.

On what basis did your manager mention that the candidate is not suitable? Identify the areas where the candidate needs improvement according to your manager's feedback. Inform the candidate about these areas and advise them to work on themselves. Let them know that if the same issues arise again, a decision will be made according to the company's norms.

I believe this information may be useful to you.

Goodbye, take care, and all the best - only the best.

Dear Swapna,

As per procedure, you have very little time to evaluate the candidate. Therefore, your recruitment policy should be clear. This means there should be a Personal Requisition or Position Sanction Note that clearly communicates the required qualifications and attributes to the HR department. When the HR department receives the CV, it should be forwarded to the relevant department head. After receiving the shortlisted CVs, we should call the candidates for an interview. The HR department should conduct the first interview, and if the candidate is selected, an interview should be organized with the respective department head, where HR should be present. If the candidate is approved by the HOD, an offer can be made by the HR head after discussing with the candidate.

I also want to share more thoughts - if we follow the above process or any other result-oriented method and select a candidate who later joins us, but after a month, we find that they are not meeting expectations, we should not terminate them without providing enough time and guidance to improve. As HR professionals, it is our duty to develop an individual's career. If an employee is facing challenges, we should identify the reasons and attempt to resolve them. Terminating an employee without offering support and guidance may harm our reputation in society and hinder our ability to attract good resources. There could be underlying departmental issues affecting the employee's performance. Therefore, as HR professionals, we should seek feedback from the employee, provide necessary training to enhance their skills, and only consider termination as a last resort.

Best regards,

Kedar

Hi,

I agree with all, but want to know if you are the only person interviewing that candidate.

The second point is that one month may not be enough time to assess his abilities properly, considering he recently switched jobs. It will take some time for him to adjust to a new job and culture. It would be better to clearly communicate the job description, the nature of the job, and what the boss expects him to do.

Hope this helps.

Regards,
Sara Malik

Hi Swapna,

I don't have great experience in HR as I recently joined this field, but I can help in my way. You might have selected that candidate based on the merit of answers only, right? Of course, everyone does the same. Just tell your boss that he will improve and give results. In the meantime, you can have a counseling session with him or conduct another interview related to his work. Sorry if I am wrong.

Sai

Hi Swapna,

As pointed out by our friends, interviewing and finalizing a candidate is a very critical task. After the completion of this task, hearing from our colleagues and bosses is even more painful. To address this issue in our organization, we have formed a committee consisting of the HR facilitator, the concerned HOD, and two cross-functional team members (e.g., for a Warehouse position, the cross-functional team members could be the Finance Head, Production/Engineering Department Head, etc.). The HR team will evaluate the candidate's communication skills, learning ability, attitude, etc., in addition to verifying their certificates.

The entire interview evaluation will be documented, and all committee members will sign the document. This will then be filed along with the job application and other related papers in the candidate's personal file.

I believe this process will resolve your issues. We will never finalize any candidate without obtaining clearance from the concerned HOD and also obtaining our HOD's signature.

With regards,
Kameswarao

Hi Swapna,

One reply I have gone through seems most grounded; such experience can be a benchmark for change. There could be several reasons apart from selection criteria; your manager might be biased about his performance, or he might not be performing at par. The first reason is far more serious than the next one. Leave it apart, just evaluate your shortlisting, screening, and reference check processes.

The recruitment process should consist of a Preliminary HR round, a written soft skill test, a written Technical/Functional test, a Personal round with Technical individuals, and then a Final round with Senior Management (HR or Tech). Once you have done with selection, go for a reference check, take down professional references from candidates. Contact them and ask as many questions as you can, avoid closed-end questions.

Hope you are clear now.

Take care,
Taru

Oops, I forgot to give you the solution.

Go to your manager and listen to him completely about this new hire. Do not argue with him, just ask for a solution at this point in time. He would definitely come up with one or two ideas, where one will likely be negative, I am sure. Just go with the positive one if he suggests otherwise advise him to put the new hire on performance measures. Counsel the employee, help him realize where he is going wrong, and highlight the consequences if he is unable to deliver in the next few days. This approach will surely yield positive results.

Regards,
Taru

Hi Swapna,

Simply, you conducted recruitment based on S.R.F. Do you have a system for that? If yes, then there is no issue. Try to understand why the manager is asking that question. If the candidate's performance is not good, simply terminate the candidate with a notice, especially if the candidate is under probation. If the candidate is confirmed, discuss with them and provide a one-month notice before taking their resignation.

Thank you.

Hi, I read your problem. Recruiting is a very chancy affair. One brief meeting is simply not enough to gauge a person, especially his personal attributes like loyalty, capacity for hard work, integrity, etc. Nor can a person be selected by someone to work and jell flawlessly in another's team. On one side, a good leader should not crib about the quality of his team members but strive to motivate them to achieve for the organization and themselves. On the other side, to select a correctly qualified candidate is an important HR function. The manager who is not satisfied with your selection should have been present in the interview. Such a policy would have eliminated the problem itself. Don't worry and keep on selecting with care and diligence. Experience will help you over time to identify the correct candidate quickly.

Hi,

I agree with what all the friends have mentioned. However, I also consider the fact that you should have conducted the interview very carefully and taken all possible measures to select the right candidate. After all, you are the recruiter and have to determine whether the candidate is truthful or merely manipulating words. I would also suggest thoroughly reading the job description and requirements before interviewing a candidate. Additionally, if feasible, seek a second opinion, perhaps from your senior manager or immediate supervisor.

Not to worry, we are all here to learn.

Thanks & Regards,
Yousuf

Dear Swapna,

I presume you have a model for recruitment. In most forward-looking organizations, there is a competency model for recruitment. A set of competencies is defined for each role in the organization. Candidates are selected based on an acceptable level of competency compared to the desired standard.

If you have recruited the candidate based on the measured competencies, you can share the notes with the superiors. Discovering a deficiency post-interview does not necessarily make the candidate unfit. Organizations often invest significantly in finding the right candidates. If there is a mismatch, the candidate can undergo orientation to enhance awareness of organizational practices, receive training to update competencies, or be reassigned to roles where their competencies are better suited.

I also support the suggestions made by your friends regarding the interview process. Involving a line functionary or an indentor would ensure that the process includes an inherent check for maintaining quality standards as expected by your internal customer.

Regards,

KS Murthy

I agree with Rajesh. However, it is not always possible for the Departmental Head to participate in the interview. It will be appropriate to ask the Dept Head about the job requirements, skills that a candidate should possess, and then try to recruit a suitable person.

The selected candidate should be sent to the Dept Head to ascertain the suitability. The candidate should be informed that he/she will be notified of the final selection or otherwise separately within a week's time. If the Dept Head is also satisfied, send the offer letter.

Best regards.

PAVITHRAN

Hi Swapana,

It is not necessary that the wrong person is selected. Don't forget, when a new person is selected, they are not familiar with the new company's working environment. They may be a challenger and a competitor of seniors; in such cases, they won't perform at their full capacity. Please try to find the reason behind this and ask them to submit their performance report.

Thanks,
Sacheein

I agree with Nawas that we are unable to fully gauge the character of a candidate during an interview unless, of course, some kind of personality testing is used that could provide insight. However, if company requirements were followed, then I don't understand how the question could be asked about the procedure followed.

In any event, if a candidate does not work out as intended, there are two options. The more feasible one is to dismiss the candidate during the probation, provided that the employment contract makes provision for this. Alternatively, if the line manager to whom the employee reports wishes to keep the person, then they have to be willing to have the difficult conversation that indicates if the behavior does not change to a certain degree or meet certain expectations by a certain time period, then the Company will have no choice but to dismiss. The decision here is what is best for the Company, not the employee or the manager, who most times do not want to seem like the "big, bad wolf".

Hope this helps.

Angela.

Dear Swapna,

Have you tried what Lee and many others have been suggesting? Mistakes happen at times. First, identify where you went wrong, i.e., if you did.

1. Obtain the job description and requirements from the respective department. Check if these align with those of the candidate.

2. Do you have the liberty to take the candidate through or suggest a psychometric test? This test can help determine if the candidate requires training in certain personal or interpersonal skills, which can be improved through training, as many have suggested.

3. The suggestion of having a line manager present so that the technical skills and HR rounds can occur simultaneously is beneficial if there are communication gaps or unclear instructions between departments.

Remember, "Tough situations don't last, only tough people do." Learn from this experience and move forward. Just one thing, share the action you took. :)

Have a nice day!

Sujata

Dear Friend,

Please read about the Behavioral Event Interviewing technique. This would solve your problem. You can browse through Google for more information.

Regards,
Dr. VS Pampari

Hi there! This is not an uncommon problem for us in HR, where the performance of an individual is 'blamed' on HR and the selection process. The reason someone is not performing well could be multifaceted and does not necessarily relate only to the recruitment process. There may be a number of steps you could take - choose the ones you are most comfortable with and those that fit in with your organization's culture:

1. Talk to the manager to understand what the performance problems are and whether these skills were 'tested' during the interview process.
2. Did you take any notes during the interview? Refer to these when you give a response. If possible, give that manager a copy of them.
3. Was the manager not involved in the interview? If not, this may be the real problem - he may be feeling 'left out.'
4. If there were other people involved in the interview process, involve them in this discussion.

Good luck! Arshi Ahmad-Aziz

Hi Swapna,

I suggest you have a counseling session with that employee and let him put forward his problems as to why he is not able to perform. Is he facing any difficulty in understanding the work? There might not be proper mentoring or induction, etc. There can be many reasons, so it's advisable to conduct counseling instead of jumping to conclusions.

Regards,
Prabha :-P

Dear Swapna,

All the members are kind enough to provide you with valuable guidelines, and I hope you have also implemented some of them. Swapna, you can also speak to the candidate to see if they are facing any critical or minor issues that may be affecting their performance. You need to analyze this by asking about their work; maybe they will open up, or you can identify the actual issue why they are not performing well. Are they aware of the performance incentives?

Swapna, we need to strive hard as we work in Human Resources, which is unpredictable. I hope that your issue is resolved. I am waiting to hear from you soon.

Thanks & Regards,
Shruti

Hi Swapna,

I totally agree with Tejesh's views. First of all, your boss can't say anything to you regarding the performance of any candidate. Secondly, during recruitment, HR conducts a preliminary round to check the candidate's family background, educational qualifications, and expected salary. HR does not make the final decision about any candidate. An important aspect of recruitment is that only when everyone in the respective department, including the reporting boss, approves the candidate, HR proceeds with the recruitment. Therefore, there is no burden on the recruiter.

Simply inform your boss that you have recruited this candidate only after receiving approval from everyone in the respective department and the reporting boss. Ultimately, it is up to those individuals to assess the candidate's performance. Therefore, stay on the safe side and don't get stressed because the candidate's performance is not directly linked to your recruitment decision.

Hi Swapna,

It is very difficult to judge a person or job within a month. Before speaking to the person, check with your manager whether he has been briefed about his job and has been inducted properly. Once the manager indicates that the person is not a good fit, then talk to him about his positive and negative points and let him know where he is lacking. Give him a month to improve himself. If the situation remains the same, clearly inform him to start looking for a new job. The outcome could lead to a drastic change if he is career-oriented or he may decide to search for a new job.

Biju Zachariah.

Greetings,

I think the first thing I might do is get the manager to identify the specifics of the lack of performance. I might request him/her to identify if the perceived lack of performance is related to tasks, delivery times, attitudinal issues, or specific behaviors. I would wonder if there has been appropriate induction information provided, and if the new hire has a clear understanding of the role and its expectations, etc.

To say that a new hire's performance is "poor" gives HR little to go on. I would take a consultative and helpful, not confrontational or fearful approach with the said manager.

Regards,
Bruncha

Hi Swapna,

What happened has happened. Let's look forward to how to sort this out. Talk to the candidate. You might have been right during recruitment; he can be an appropriate candidate with the correct skill set. If he is not performing well during the early days, that might be because of his lack of interest in the current job description, non-cooperation by his team members, lack of motivation, new environment, etc. All he needs is some counseling time, a motivational talk to understand his situation, and help him out. Train him where he needs training.

Hope this helps you a lot. Give your suggestions.

Regards,
Livingston