Redundancy: when is "the right time"?

August 28, 2025

It's easy to talk about recruitment,onboarding and training. But when it comes to dismissals... radio silence. As if, by not talking about it, the problem would disappear on its own.

But no. When the little voice starts to say "What if I had to fire him...", there's already a real problem. So, instead of putting it off, it's better to have a clear grid to know if this is the end... or if it's still worth investing in.

1. Doesn't know how to do... or doesn't want to do?

Lack of skills can be dealt with by training, coaching and clarification. But let's be honest:

- He who doesn't want to do won't change... even if he's coached (he just becomes an expert at avoiding change ๐Ÿ˜).

- And sometimes, even after training, coaching, dancing around the fire, praying to the planets or meditation guided by a Tibetan monk... nothing moves. Maybe the job requires a logic or agility he'll never have.

๐Ÿ‘‰ Am I struggling with a temporary lack... or inadequacy that nothing will fill?

2. Am I keeping it for the right reasons... or out of fear?

Good reason: it serves the company's future.

Bad reasons:

- "It's been there a long time."

- "I don't want to manage his departure."

- "We don't have anyone else."

๐Ÿ‘‰ If I had to recruit today, would I take him back? (If the answer is no, the rest is just an excuse).

3. What is the real cost of maintaining it?

The cost of redundancy can be an obstacle.

But then there's the other cost:

- colleagues' motivation evaporates,

- good people leaving,

- weary customers,

- and you, who spend more time managing this case than running your business.

๐Ÿ‘‰ Does keeping it cost me more than replacing it? (spoiler: almost always).

4. What do I tolerate in keeping it?

Every non-decision is a message. Retaining a toxic employee means saying to the rest of the team, "This behavior is acceptable here."

๐Ÿ‘‰ Am I protecting my collective... or maintaining a zoo?

5. Am I really protecting this person... or am I blocking them?

We think we're being humane by giving people "one more chance". But we often lock the person into a role where he or she will never flourish, and postpone the opportunity to bounce back elsewhere.

๐Ÿ‘‰ Am I being of service... or am I maintaining an illusion?

In conclusion

Recognizing the end is never easy. Pride (we're the ones who recruited him). Convenience (we don't have to re-launch recruitment/training). For financial reasons (redundancies are expensive). And sometimes, simply out of fear of facing reality.

But waiting has never saved a situation. It only adds to the cost.

โ€

Pauline De Visscher
Founder

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