I was reminded yet again over the last few months how important it is to get the right people for the job. Competent people at the level that you need make all the difference. As you grow as an organization what worked before doesn’t always work anymore. You need staff who operate at a higher level, manage greater complexity, and think strategically. When you have the right person doing the job it’s like a breath of fresh air, because it makes things easier for you. Instead of having to check, train and support the person, the right people just get on with the job and do it well, so that you can focus on what you’re good at.

Who the right person is depends on the size of the organization, the specific role, and the relevant experience and qualifications. For example, a finance manager without NPO experience may be the right person for a smaller organization with less than 5 donors, however, as the number of donors grows and the complexity increases, appropriate NPO experience is critical.

We are a sector that believes in people development, training, support and second chances. We often think; “with a bit of support the person will get it”, and so we wait for their performance to improve. However, you need to consciously count the cost of the waiting time till they get it. It can be detrimental to the organization’s reputation as you need to rectify mistakes that outside parties see. It can impact on the organization’s performance as all aspects are integrated in an effective NPO, so a poorly performing part has a knock-on effect on the whole organization. It can be harmful to the individual who may feel stupid, overwhelmed, and confused when they just can’t get it.

“But, Michelle, what if they’re the right person but just haven’t had an opportunity yet?” Then give them a chance, and see if they can adjust, but be cognizant of the impact the learning time may be having on the organization. If they are the right person, you’ll quickly see they have the potential to fly. If they are not the right person, then you need to mitigate the risk even more quickly. Performance management during the probation period is there for a reason. Leave the hopeful optimism at the door and be realistic about the person’s capacity to operate at the competency level you need.

The organization’s effectiveness is more important than an individual’s career growth. This is a hard message to write, especially in the current economic climate with such high unemployment, however, as I’ve written before, sometimes we need to make hard decisions to continue to make a meaningful impact.