By Senyo ADJABENG
I terminated the employment of an employee I considered as one of the best employees in the company at the time. I did it but kept wondering how we could find ourselves in such a tight situation where the employee couldn’t be saved.
We could make the executive decision to give him a pat on the back but that would serve as bad precedence going forward. On the contrary, terminating him will serve as a deterrent to others especially to send the a strong signal that even good employees can lose their jobs.
In the modern workplace today, the loss of a job is often perceived as a reflection of an employee’s incompetence, lack of effort, or poor performance. However, the reality is far more nuanced.
Even good employees, those who are skilled, dedicated, and contribute meaningfully to their organizations, can find themselves out of work. This phenomenon raises important questions about the dynamics of the workplace, organizational culture, and the broader economic environment.
Why do good employees lose their jobs? The answers lie in a complex interplay of factors, ranging from structural changes within companies to individual missteps and external forces beyond anyone’s control.
One of the most common reasons good employees lose their jobs is organizational restructuring. Companies, especially in competitive industries, often undergo mergers, acquisitions, or downsizing to remain profitable or adapt to market changes.
In such scenarios, even high-performing employees may find themselves redundant. For example, when two companies merge, overlapping roles are often eliminated to streamline operations.
Similarly, during economic downturns, businesses may cut costs by reducing their workforce, and these decisions are rarely based on individual performance alone. In these cases, good employees are often collateral damage.
Their departure is not a reflection of their abilities but rather a consequence of broader strategic decisions. Unfortunately, even the most talented individuals are not immune to the ripple effects of corporate restructuring.
The fast pace of technological advancement has transformed the skills required in many industries. Automation, artificial intelligence, and digital transformation have rendered certain roles obsolete while creating demand for new skill sets. Good employees who fail to adapt to these changes may find themselves struggling to meet the evolving demands of their roles.
For instance, a seasoned marketing professional with expertise in traditional advertising may struggle to transition to digital marketing strategies. Similarly, a factory worker with decades of experience in manual processes may be displaced by automated machinery.
In such cases, the employee’s competence in their previous role does not guarantee their relevance in a changing landscape. Employers, focused on staying competitive, may have no choice but to let go of employees who cannot keep up with the pace of change.
Cultural Misalignment
Organizational culture plays a significant role in employee retention. A good employee who excels in their role but does not align with the company’s values, work style, or culture may eventually find themselves at odds with their employer.
This is quite a tricky issue to deal with. A perfectly well performing employee may have certain attributes and temperaments that don’t fit the organisational culture and adapting is not as easy said.
Cultural misalignment can manifest in various ways, such as differences in communication styles, work ethic, or approaches to collaboration. For example, an employee who thrives in a collaborative, team-oriented environment may struggle in a company that values individual achievement above all else.
Conversely, a highly independent worker may feel stifled in an organization that emphasizes micromanagement. Over time, these cultural mismatches can lead to dissatisfaction on both sides, prompting the employer to part ways with an otherwise capable employee.
The role of leadership in employee retention cannot be overstated. Poor management practices, such as lack of communication, favoritism, or failure to recognize and reward contributions, can drive even the best employees to disengage or leave. In some cases, managers may inadvertently create a toxic work environment that pushes talented individuals out of the organization.
A manager who fails to provide clear direction or constructive feedback may leave employees feeling undervalued and unsupported. Similarly, a leader who plays favourites or fails to address workplace conflicts may create a sense of unfairness that erodes morale. In such environments, good employees may choose to leave voluntarily or, in some cases, be forced out due to misunderstandings or misaligned expectations.
Good employees are often ambitious and seek opportunities for growth and advancement. When organizations fail to provide clear career paths or invest in employee development, even the most dedicated workers may become disengaged. Over time, this lack of growth opportunities can lead to frustration and a sense of stagnation, prompting employees to seek opportunities elsewhere.
An employee who consistently exceeds expectations but is repeatedly passed over for promotions may begin to question their future with the company. Similarly, a lack of training or mentorship opportunities can leave employees feeling undervalued and underprepared for future challenges. In such cases, the loss of a good employee is less about their performance and more about the organization’s failure to nurture their potential.
Personal Missteps and Unforeseen Circumstances
While organizational factors often play a significant role in job loss, individual actions and circumstances can also contribute. Good employees may occasionally make mistakes or poor decisions that jeopardize their positions.
A lapse in judgment, such as violating company policies or engaging in unethical behaviour, can lead to termination, regardless of past performance. Additionally, personal circumstances, such as health issues or family responsibilities, may impact
an employee’s ability to perform their job effectively. In some cases, these challenges may lead to absenteeism, reduced productivity, or conflicts with colleagues, ultimately resulting in job loss. While these situations are often unfortunate, they underscore the importance of maintaining a balance between personal and professional responsibilities.
In some cases, good employees lose their jobs because they are overqualified for their roles. While hiring overqualified candidates may seem like a win for employers, it can lead to dissatisfaction and disengagement over time. Employees who feel underutilised or unchallenged may become frustrated and seek opportunities elsewhere or, in some cases, be let go due to perceived underperformance.
A highly skilled professional who takes on a role below their level of expertise may quickly become bored or disengaged. This can lead to a decline in productivity or a lack of enthusiasm for the job, prompting the employer to seek a replacement. In such cases, the employee’s qualifications, rather than their performance, become a liability.
Technical skills and job performance are only part of the equation when it comes to workplace success. Emotional intelligence and interpersonal skills are equally important, particularly in roles that require collaboration and communication.
Good employees who lack these soft skills may struggle to build relationships with colleagues, resolve conflicts, or navigate office politics.
For instance, an employee who consistently delivers high-quality work but struggles to communicate effectively with their team may create tension or misunderstandings.
Over time, these interpersonal challenges can erode trust and collaboration, leading to a breakdown in working relationships. In such cases, even the most technically proficient employees may find themselves out of a job.
The loss of a job is rarely a straightforward matter, particularly for good employees who have demonstrated their value to an organization. While individual performance plays a role, broader factors often contribute to job loss. Understanding these dynamics can help both employees and employers navigate the complexities of the modern workplace.
For employees, the key lies in adaptability, continuous learning, and emotional intelligence. By staying attuned to industry trends, seeking opportunities for growth, and fostering strong relationships, good employees can enhance their resilience in the face of uncertainty.
For employers, the challenge is to create a supportive and inclusive work environment that recognizes and nurtures talent, even in times of change. Ultimately, the paradox of good employees losing their jobs underscores the need for a wholistic approach to workforce management, one that balances individual performance with organizational needs and external realities. By addressing these challenges head-on, both employees and employers can build a more sustainable and equitable future of work.
