The Cost of Keeping Non-Performers Too Long

In last month’s post, ‘The Truth About the Cost of Your Turnover,” I introduced the idea that one of the major reasons turnover is so costly is because companies keep non-performers in their jobs too long.

Someone who is not executing their job well costs a great deal in terms of lost productivity, poor morale and lost opportunities, not to mention frustration, anxiety and stress.

Mary was a top performing salesperson in the broadcast industry.  Her specialty was new business development, which was the most valuable type of business to her company and the category she had the highest incentive to pursue.  Mary had been with the radio station for six years and was considered a top performer in the industry.

Job Descriptions versus Job Agreements

For years I’ve been encouraging clients to create job agreements rather than job descriptions, but it wasn’t until last week that I fully appreciated the science behind why this simple shift in linguistics makes such a big difference in behavior.

Job descriptions are a one way communication of what the requirements of the job entail.  Some include goals and expectation.  Good ones include what the employee can expect from the company as well.  But even at their best, a job description is just a one-way communication from company to employee.