Why “Testing” a Poor Hire Won’t Fix Your Team (And What To Do Instead)
It’s a situation I’ve seen again and again.
A new team member isn’t quite cutting it.
And instead of addressing it early, their manager decides to test them.
Raise the bar. See if they step up. Push their limits.
And when I ask why?
“I want to set them up for success.”
The intention might be good.
But the strategy?
It’s a time-waster, morale-killer, and leadership blind spot.
Here’s Why “Testing” a Team Member Is a Red Flag
If you already know they’re not a fit, testing isn’t a growth strategy—it’s a stall tactic.
It leads to:
Frustration for the employee, who’s being measured against unclear expectations.
Disappointment for you, because effort doesn’t equal results.
Delays in team performance, because the wrong person is in the seat too long.
What To Do Instead
✅ Get clear on expectations early
You shouldn’t be figuring out what “success” looks like after they’re hired. Set performance benchmarks from day one.
✅ Decide: develop or replace
Can this person realistically meet expectations with training, mentorship, or tools?
If yes—invest in a plan.
If no—don’t drag it out.
✅ Refine your hiring process
If you keep “hoping for the best” post-hire, the real issue might be upstream.
Was the job description accurate?
Did the interview assess capability or just charisma?
Were success traits clearly defined?
Good Leadership Doesn’t “Test”—It Decides
It’s not fair to keep someone in a role they’re not right for just to see what happens.
It’s not fair to your team, your business, or the person struggling.
Make a call.
Build a plan.
Or make a change.
Need help tightening up your hiring process or making tough people decisions?
That’s my lane. Let’s talk.