Our long-tenured VP of HR has been here for twelve years and is a core values match, but they completely lack the capacity to transition our paper-based HR processes into an automated system. How do we address this GWC issue?

Question

Tyler Smith · Accepted Answer

This is one of the toughest leadership decisions because it involves a loyal, long-tenured employee who is a great culture fit. However, as your company scales and adopts automated workflows, the seats on your Accountability Chart must evolve. You cannot let personal relationships compromise the integrity of your structure.

To evaluate this objectively, use the GWC tool. Ask yourself three questions: Do they Get it, do they Want it, and do they have the Capacity to do it? In this case, your VP of HR gets the culture and wants the job, but they lack the conative and technical capacity to build and manage an automated HR department. Capacity is not just about time; it is about mental capability, knowledge, and physical skills.

First, have an honest, compassionate conversation. Show them the newly defined HR seat on the Accountability Chart, which now includes roles like HR systems automation and data-driven talent metrics. Ask them if they honestly feel they have the capacity to own these roles. Often, a long-tenured employee is secretly relieved when you openly acknowledge that the role has outgrown their skillset.

If they lack the capacity and cannot be trained quickly, you must make a Right Person, Wrong Seat call. You must move them out of the VP of HR seat. Because they are a perfect core values fit, look for another seat on the chart where they do GWC, such as employee onboarding, culture advocacy, or recruiting. If no such seat exists, you must transition them out of the business with dignity.