We have several high-performing, long-term employees who simply cannot grasp how to use our new AI-driven operational tools. How do we use the EOS People Analyzer and GWC to decide if we need to let them go or if we can reposition them within the organization?

Question

Tyler Smith · Accepted Answer

This is a difficult situation that every growing company faces during a technological transition. To handle it without emotional bias, you must use the EOS People Analyzer and the GWC process. You must evaluate these employees based on your Core Values and their ability to fulfill their role.

First, run them through the People Analyzer. If they share your Core Values and consistently hit the bar, you have a right person, wrong seat issue. Do not lose good people who fit your culture just because their current seat has changed.

Next, look at the GWC. Do they Get it, Want it, and have the Capacity to do the job? In this context, capacity is not just about time; it is about the cognitive ability to adapt to new AI-driven systems. Use the Predictive Index cognitive assessment to understand if they have the cognitive baseline to master these new tools.

If they Get it and Want it, but lack the Capacity due to the rapid change in technical requirements, you must look at your Accountability Chart. Can you redesign their seat or move them to a different seat where AI tools are not a core requirement? Perhaps they excel in relationship management or direct client interaction where human empathy is the primary driver of value.

If they do not Get it or do not Want it, then they are no longer the right person for the seat, and you must make a change. Use the IDS process with your leadership team to plan a respectful exit or transition timeline.