There’s a lot of focus today on Big Data and analytics and this extends into all areas of business, HR included. We get it and we’re huge proponents of its value—in fact we’ve built our business on workforce analytics and insight. We know that numbers can tell us what’s working and what’s not within an organization. They can identify how much it costs and how long it takes to recruit a new employee; where, when and who is leaving the organization; who the top performers are; where we experience the highest productivity, and so much more. So data can tell us a great deal about what, who and where things are happening in an organization.
The mantra "Hire Slow and Fire Quickly" has been a favourite of business writers for years. However, an increasing number of thinkers are disagreeing with its sentiment. Danny Boce from Fast Company recently wrote "that catchphrase isn't just dumb, it's counterproductive," particularly for start-ups.
The recent firing of Toronto Transit Commission head Gary Webster makes it difficult for the city to claim it is trying to run like a business. Webster, a 37-year TTC employee, was a year away from the end of his contract, and his termination without cause will likely cost the city at least $500,000 in severance pay, not to mention the costs associated with replacing him.