Last week, we discussed how to deal with a backstabbing employee. But what happens when business owners don’t fire them, even though they continue to hurt their peers? Well, as you probably imagine, the results aren’t pleasant (and more than likely, horrible).
This seems self-evident, though sometimes, entrepreneurs choose to ignore the problem because everything else is all right. That’s a recipe for disaster, and can easily lead to bigger problems. So, read on to learn what’s in store.
Why Clinging to Underperforming or Toxic Employees Secretly Erodes Your Company’s Foundation
Running a small business means wearing many hats, but one of the toughest decisions is letting go of an underperforming or toxic employee. Many owners hesitate, hoping things will improve or fearing the hassle of replacement. Yet, clinging to “bad fits” can quietly erode your company’s foundation. According to research from Harvard Business School, a single toxic employee can cost a business far more than their salary—up to $12,800 in turnover alone —by driving away good talent. For small teams, this chronic drain often outweighs the short-term pain of firing.
Risks You Run
The risks are multifaceted and compounding. First, productivity plummets. A poor performer doesn’t just underdeliver; they drag everyone else down. Studies show teams with even one toxic member see 38% lower engagement and higher error rates. Good employees pick up the slack, leading to burnout and resentment.
Second, morale and culture suffer irreparably. High-performers notice when bad behavior goes unchecked—it signals that mediocrity is tolerated. Gallup data indicates disengaged workers (often spurred by toxic environments) cost the U.S. economy trillions in lost output, with small businesses feeling it acutely through voluntary quits. In fact, good hires leave at 54% higher rates around toxic colleagues.
Financially, the hit is brutal. Replacement costs for a departed star can run 1.5–2x their salary in recruiting, training, and lost knowledge. Customers notice too—sloppy work or rude service drives them away, damaging your reputation in a word-of-mouth world. Legally, ignoring issues like harassment or consistent underperformance risks lawsuits if they escalate, especially without documentation. In at-will states (most of the U.S.), you can terminate for any non-discriminatory reason, but delays invite claims of retaliation or unfairness.
Small business owners often delay for understandable reasons. For instance, “They’re nice,” “Hard to replace,” or “What if I can’t find someone better?” But as one expert notes, keeping them is a disservice to both the employee (trapped in a mismatch) and your company (stuck in mediocrity).
Rectifying the Situation for a Proactive Path Forward
The good news? You can address this decisively while minimizing fallout. Start with prevention through better hiring. Use structured interviews, skills tests, and reference checks to spot red flags early. Clear job descriptions and probation periods set expectations upfront.
When issues arise, document relentlessly. Track performance with specifics, including missed deadlines, client complaints, or policy violations. Issue verbal warnings, followed by written ones via a Performance Improvement Plan (PIP). A 30–60 day PIP outlines measurable goals, support offered, and consequences—giving a fair shot while building your case. Consult an employment attorney or an HR service early; small businesses without this support often face surprises under laws like the FMLA or anti-discrimination rules.
When Involuntary Separation Becomes a Necessity
If improvement doesn’t happen, terminate thoughtfully. Schedule a private meeting at week’s end (e.g., Friday afternoon) to allow time for processing. Have a witness (HR or trusted manager) present. Be direct by saying, “We’ve discussed these issues, and we’ve decided to end your employment effective today.” Avoid debate—focus on facts, express appreciation for past contributions, and outline next steps: final paycheck (immediate in many states), benefits continuation (COBRA notice), and property return.
Prepare a transition. Reassign duties, notify the team neutrally (“We’ve parted ways with [Name]; we’ll redistribute tasks”), and offer a neutral reference if warranted. Some provide severance (1–2 weeks’ pay) for goodwill, though not required.
Post-firing, reinforce culture. Use the moment to hire rigorously—seek A-players who align with your values. Many owners report relief and renewed energy after taking action; the “acute pain” of change beats the chronic drag.
In the end, firing isn’t failure—it’s leadership. As Inc. Magazine puts it, underperformers aren’t doing you (or themselves) a favor by staying. For small businesses, swift, fair action protects your team, customers, and bottom line. Act now, and watch your venture thrive.
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