Hiring, Firing, and Evaluating: It’s Not for Everyone

Hiring, firing, and measuring performance are some of the most crucial tasks in an organization. If you know you’re uncomfortable with these responsibilities, it’s totally fine to bow out, and not accept those positions. However, if you find yourself in a role where you need to handle them and want to do it effectively, here’s some good news: with clear communication, honesty, and preparation, you can navigate these processes confidently, with minimal guilt, and build a stronger organization. Below is the methodical approach I used to get more comfortable in these situations.

Performance Metrics

We all want to work in an environment where people feel valued and trusted. However, tracking performance through metrics is sometimes necessary to ensure everyone’s growth and maintain accountability. Instead of viewing performance measurement as a tool for criticizing someone, think of it as:

• • Providing Clarity: Employees should know how their work is being assessed and what success looks like.
• • Staying Aligned: By monitoring metrics, you can make sure employees’ efforts are still aligned with your vision.
• • Giving Credit Where It’s Due: Quantifying achievements helps ensure good work doesn’t go unnoticed.

Measuring performance can be tricky. You might have to define relevant metrics: a software engineer might track code submissions, a salesperson might track leads closed, or you might decide on more specific things to measure. Whatever the case, make sure you stay adaptable and open to feedback. If a metric isn’t working, change it. If someone is struggling, offer support. If someone is excelling, recognize it. Performance metrics and evaluations can be a sensitive subject, and you won’t be able to make everyone happy, but as long as you can communicate your logic clearly, you can keep your conscience clean.

Hiring

Hiring can be daunting: how do you decide if someone is the right fit? What criteria do you use to gauge whether they’ll perform well? It can take time, but hiring is your chance to shape the future of your team, so don’t rush it. Assessing skill is relatively straightforward, but evaluating character, that only improves with experience. When bringing someone new on board, think about your vision for the team and the company. You might discuss the team’s direction with the candidate and explain where they could fit in. Consider why you believe they would be a good match in relation to your plans and any gaps they could help fill. Be open about these thoughts with the candidate. Highlight how they can grow and why their role matters to the organization. This honesty and clarity can build a solid foundation for a healthy working relationship. Finally, from the job description onward, make your performance standards clear. People generally want to know where they fit in, and they also want the chance to excel.

Firing

Letting someone go is never pleasant, and just thinking about it might make your stomach churn. However, when the entire company, and the jobs of other employees, are at risk, it can be necessary for performance or budget-related reasons. Part of respecting people is leveling with them. Explain the decision clearly, tying it to performance metrics, behavioral issues, or budget constraints. Offer context, if it’s about skill-fit or effort, be upfront about why it doesn’t align with your team’s values. If it’s about downsizing, be clear about why it’s time to part ways. Avoid surprises, if prior evaluations have been transparent, the individual will likely see this coming. Although it doesn’t make the process “easy,” it preserves dignity on both sides. Steer clear of vague statements or padding the truth with false hope, as this only prolongs the inevitable and increases stress for all parties. A direct but compassionate approach not only upholds moral standards, it also sends a message about fairness and transparency to the rest of the organization.

The Emotional Toll

It’s natural to dread hiring, firing, and evaluating because these tasks involve judgment and vulnerability. No one likes to be judged, and few people enjoy judging others. Yet if we tackle these responsibilities with sincerity, empathy, and facts, we can see them for what they truly are: opportunities to place the right person in the right role, nurture growth, and maintain a healthy organizational culture. Even if someone leaves under difficult circumstances, how you handle that situation ripples across the entire team.

Things to Keep in Mind:

• • Seeking Support: If you’re unsure about a decision, consult a mentor, HR partner, or another leader who’s been in your shoes. Asking for guidance doesn’t make you weak, it shows self-awareness and teamwork.
• • Maintain Respect: Humanize the process with empathy. Even if someone has to leave under unfavorable circumstances, you can still control how you represent yourself and your company’s culture.
• • Be Sincere: Tell new hires exactly why you’re excited to bring them on, and don’t sugarcoat warnings during performance reviews.
• • Use Strategy: If you must fire someone, have a plan for next steps to help the team move forward, with their work and their mental health.
• • During Termination: Don’t hide your own discomfort; be honest about why changes are needed. Authenticity often eases tension.

While no one truly “likes” hiring, firing, or evaluating, doing it well is a cornerstone of strong leadership and a key responsibility. It takes planning, empathy, and consistency. In many ways, these processes reflect a team’s core values: accountability, respect, and clarity. When you approach each interaction honestly and transparently, you create a more resilient, cohesive workplace where people understand their roles, recognize their value, and know how to grow. At the end of the day, it’s about recognizing everyone’s contributions and aligning them with what the organization needs to be at its strongest.