We restructured our operations team and moved a veteran employee into a newly designed logistics seat. After sixty days, they are clearly struggling with the GWC™ check for this role. How long do we give them to catch up before we make a hard change?

Question

Tyler Smith · Accepted Answer

When a veteran employee is struggling in a new seat, you owe them clarity and a fair chance, but you cannot let a GWC™ deficit drag on indefinitely. A sixty-day struggle is already a clear signal that needs immediate attention.

You must initiate a formal thirty-day corrective action plan. Sit down with the employee and be brutally honest about where they are failing the GWC™ check. Is it a lack of understanding, a lack of desire, or a lack of capacity?

Clearly define what success looks like in that seat. Give them specific, measurable targets and check in weekly during your individual meetings. This thirty-day window gives them the opportunity to step up if they are capable.

If they cannot meet the standards after thirty days, the decision is made. They do not GWC™ the seat. Keeping them there out of guilt will build resentment on your team, cause other staff to burn out, and hurt your operational metrics.

At that point, you must either move them to an open seat that they actually GWC™, or transition them out of the organization. Protecting your structure and your culture requires making these tough calls quickly and cleanly.