Roadside Assistance on the Spiritual Journey

Rabbi Rami Shapiro is an award winning author, poet, essayist, and educator whose poems have been anthologized in over a dozen volumes, and whose prayers are used in prayer books around the world. Rami received rabbinical ordination from the Hebrew Union College–Jewish Institute of Religion and holds both Ph.d. and D.D. degrees. A congregational rabbi for 20 years, Rabbi Rami is currently Adjunct Professor of Religious Studies at Middle Tennessee State University.

Rabi Rammi has more than 20 years as a rabbi and a business consultant on leadership and personal growth.

Post your questions to Rabbi Rami and look for his responses in this space. Registered users of this site may Click here to ask a question; if you're not logged in, you will not be able to post a question until you either Logon or Register (it's free). Some of your questions may be selected for Rabbi Rami's "Roadside Assistance" column.

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Human resources

by drbwitcher 10/15/2008 8:13 pm

Perhaps this doesn't seem like a spiritual issue but it is for me. Two months ago I hired a man for a position in my organization under my supervision. The company moved him and his wife and small baby to the headquarter city. Two months into this relationship, it is evident to me and others on my team, that this man is not qualified to do the job - while he has skills, the job requires skills beyond his capacity - I feel like I need to cut this short and let him go (we have a 3 month probationary period) but am literally torn about firing a man with a family that I sanctioned moving here, and especially in this economic climate - I am "desperatel;y" in need of advice on how to handle this situation - Thank you,

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by soshaanna 3/13/2009 9:39 am

As an organizational consultant and a former director and supervisor, I have come across this problem as well. As difficult as it may be, hiring and being hired entail risks. The employee, upon entering the position, hopefully knew the risks when he uprooted his family (hopefully with the consensus of his partner).

As an employer, you also know the risks involved, including one like this. It serves no one well to keep someone on who is not nor will be suited for the position. But before you cut him free, make sure that his learning curve isn't the issue--can you extend the probationary period with a specific line-for-line performance improvement plan in place; do you have an EAP to which you can refer him and for you to use for coaching? Can he receive additional training inside or out of the organization? Is there a mentor that he can avail himself to to assist him in his growth?

If those interventions fail, is there another post for him within the organization? And if none of this works, then the hard reality is to let him go. As difficult as it is to do, growth comes in a variety ways, including losing a job, or in your case, cutting someone loose. Perhaps the move itself was what was necessary--that another fate awaits him and his family, and that your hiring of him was merely a stepping stone toward such. Good luck to both of you!

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