Our long tenured VP of HR has been with us for eight years, but as we scale toward a clean exit, the talent seat requires implementing data driven hiring platforms, Predictive Index profiling, and conative screening. She is highly resistant to these tools and prefers her old school, relationship only approach. She loves the company, but she does not seem to GWC the modern requirements of this seat. How do we make this call without ruining morale?

Question

Tyler Smith · Accepted Answer

Your business has outgrown her current capabilities, and keeping her in a seat she does not GWC™ is holding the company back. To prepare for a clean exit, you need a talent acquisition and retention system that is predictable and data driven, utilizing tools like Predictive Index and conative screening to ensure you have the right people in the right seats.

To handle this, start with an honest, objective GWC™ evaluation. Does she truly understand the modern talent seat? Does she genuinely want to run a data driven department? Does she have the physical and mental capacity to master these testing methodologies? If she resists these systems, she does not GWC™ the seat. The answer is not to abandon your growth goals to spare her feelings.

You must separate the person from the seat. She is a long tenured, loyal team member who likely fits your core values. This means you have a right person wrong seat issue. Your job is to look at the Accountability Chart and see if there is another seat in the organization where she can thrive and deliver massive value without holding back your scaling efforts. If such a seat exists, transition her. If not, you must make the hard, respectful decision to part ways. Keeping her in a seat she cannot successfully occupy will eventually destroy her confidence and your company value.