“We Hire the Best—Then They Fade. What’s Going Wrong?”
Recently, we met the owner of a mid-sized engineering firm, a second-generation entrepreneur deeply invested in growing his legacy. In a moment of honest frustration, he shared a concern we’ve heard far too often:
“Our HR brings in the best candidates—high performers in their past roles. We give them everything they ask for. But once they join us, their performance drops, they look confused… and eventually, they leave.”
He paused, and then added something that revealed the core issue:
“What’s worse? They do brilliantly in the next company they join.”
It’s all about a disconnect between talent expectations and organizational readiness.
We’ve diagnosed this across several MSMEs and family-led businesses. The pain point isn’t just attrition. It’s underutilized talent potential due to structural and cultural gaps.
What’s Really Going Wrong?
Role Clarity Is Missing in Action
Cultural Onboarding is Overlooked:
Managers Are Not Mentors
Intervention suggested by 3C Framework
- Compliance – Define roles, processes, policies, and performance expectations clearly.
- Competency – Build capabilities in your managerial layer to engage, integrate, and grow professionals.
- Culture – Create a culture of trust, onboarding, and communication. Decode your “way of working” into a language new hire can understand.
If your best hires perform in their next company, the problem isn’t with them—it’s with your system. Let’s stop blaming professionals. Let’s fix the gaps between potential and performance.
Ready to align your people, process, and purpose? Let’s build an organization where good talent stays and shines.
