Define the problem before firing staff

 

You have not been in this company for long and you probably know relatively little about the organisation, its history, culture and why it exists. Start off with history taking. Illustration/Joseph Barasa 

By Dr Frank Njenga

I have been hired by a medium-sized company as the head of human resource and my first task is to wield the axe. I have realised that the company has a lot of dead-wood and needs to replace some of the senior managers.

My only worry is that this might create enmity and I might be sabotaged. Should I ignore my fears and do what I think is right or do I retain the status quo?

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Your question bothers me because you do not seem to be the right person for the job. Before you “wield the axe” you must first examine yourself and determine if this is what needs to be done. If it is, then ask if you are the right person to do the job at this time.

How did you get the job? What influence if any, did you peddle to get there? What formal qualifications do you have to do the job?

Where have you worked before and what results did you get from past acts of wielding the axe? In a nutshell are you qualified for this job?

I will assume that you are qualified, that you got the job without undue influence and that you do indeed have some experience in human resource matters.

You have not been in this company for long and you probably know relatively little about the organisation, its history, culture and why it exists.

You must start off with history taking. When did the company start? Who started it? Why did they start it? Most crucially, how has the company dealt with past challenges and with what kind of results? This might shed light on what you may or may not do.

It might also be useful, before wielding the axe, to try to get a better understanding of the company, its people, products, markets, priorities, challenges, opportunities as well as ways in which it has it has dealt with similar issues before your arrival.

To put it plainly for you, find out what the problem is before offering the solution. Who told you that what is required is axe wielding?

Who told you that it is the senior managers who are the problem? What background information do you have that points to this group of people?

On the assumption that you are right, find out why the company has kept them for so long. Have they been waiting for you all these years?

If the company is doing well, to the extent of hiring you, perhaps it is doing well because of the stability associated with what you now want to get rid of.

Before you fire anybody, talk to the people you find there — the directors, senior and junior staff, suppliers and customers. You might surprise yourself.