Bad Hires - When It's You, Not Them

Bernadette Hill

February 12, 2025

You’ve read the first two blog posts about bad hires, think you have things locked down, made the hire of your dreams and then everything begins to go wrong. Employees aren’t motivated, the work is beginning to suffer and what was once a well-oiled machine becomes something akin to the Titanic.


Time to follow up on my second post about what to do with a bad hire? Maybe. It could be the new person that you introduced into your tightly controlled world or, and I say this with all due respect: It could be you.


It shouldn’t come as a surprise to anyone that a toxic environment can be created from the top down in an organization. Here are just a few things that you should be aware of; consider them warning signs:

  • You’re sending out emails in all caps
  • Staff turnover is at an all-time high
  • Everyone shuts up when you walk into the room
  • Enjoying the job has become just surviving the job


A few of those get your heart racing a bit? It’s ok, I promise. Just take a step back and realize that everything is correctable if you catch it in time. 


As HR professionals we recognize that even the greatest of hires can be tainted by a work environment that is, for lack of a better word, hostile. If you find yourself inadvertently breeding one of those types of places, here are a few things that will help pull your hind parts out of the fire.


Perform A Cultural Audit

Translation: Now is the time to step back and evaluate the culture that you are creating. Are you aiming for professional? Competent but relaxed? Open? Closed door, hush hush and all that? You need to know what you want and be objective in reviewing what you see before you.


Ask Your Employees

   This one is a bit tricky because you’re putting yourself on the line and your employees on the spot. Ensure that this can be done anonymously if they so choose. Find out why they work there, what makes them tick, what they like and what they detest…leave nothing in the shadows.


Hire An Outside HR Rep For A Consultation (Hi!) 

An objective third party is likely going to have an easier time looking at your organization and recognizing challenges that need to be addressed than you are. Don’t be offended, it’s just the way of things.


More often than not, employees will actually relish the chance contribute to change and respect you even more for recognizing the need for it. Be genuine in your actions and reasons and you’ll be that much closer to creating a workplace where people want to perform to the best of their ability.



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Less Career Ladder, More Emotional Support Cubicle

By by: Bernadette Hill • April 13, 2026
Hugging It Out: The Workplace Version: Version: A growing number of employees are “job hugging”— holding tightly to their current roles, not out of engagement or ambition, but out of caution. With lingering concerns about layoffs, inflation, and a competitive hiring market, many professionals are opting for stability over risk . While retention may seem like a positive on the surface, job hugging can quietly impact productivity, innovation, and team morale . Employees who feel stuck or disengaged may do just enough to meet expectations, avoiding initiative or growth opportunities. Over time, this can create cultural stagnation and missed business potential. Employers should be mindful of subtle warning signs: decreased participation, resistance to change, or a lack of long-term goal setting. Addressing this starts with open communication—understanding employee concerns and creating an environment where growth feels safe, not risky. Consider: · Investing in internal career pathing and skill development whenever possible. Create low-friction ways for employees to explore new roles, projects, or teams within the organization. · Using performance-based bonuses to reward meaningful contribution. Bonuses can re-energize employees who’ve slipped into “just enough” mode—but they need to go beyond basic output. · Tying recognition to initiative—not just output . Many job huggers meet expectations but avoid stretching. Shift recognition and rewards toward behaviors like problem-solving, cross-functional collaboration, and idea generation . When employees see that effort, curiosity, and calculated risk-taking are valued (and safe), they’re more likely to re-engage rather than retreat into minimal performance. In a time when many are playing it safe, forward-thinking companies have an opportunity to reignite motivation—and turn retention into true engagement.

The Future of Work

By Bernadette Hill • January 16, 2026
The Future of Work is Owned – Literally. The way people think about work is changing fast. Today’s workforce—especially Gen Z—want more than a paycheck. They’re looking for purpose, stability, and a real stake in what they help build. That shift is pushing more small and midsize businesses (SMBs) to rethink how ownership works. Employee ownership is emerging as a practical way to improve retention, engagement, and long-term performance—without adding unnecessary complexity. Tim Garbinsky , Communications Director at the National Center for Employee Ownership, has seen how powerful this can be. When employees understand how their work directly impacts the value of the business, ownership stops being a “culture initiative” and becomes part of everyday decision-making. So, what does employee ownership look like for SMBs? Employee Stock Ownership Plans (ESOPs) offer tax advantages and are often used by owners planning an eventual exit. Employee Ownership Trusts (EOTs) provide long-term stability with simpler administration. Direct employee ownership is flexible, cost-effective, and easier to roll out than many owners expect. Worker cooperatives emphasize shared ownership and democratic governance. Profit-sharing and equity compensation align incentives without shifting control. Tandem Business Center for Shared Success helps companies explore direct ownership models. According to Executive Director Drew Mousetis , about 40% of the businesses Tandem initially meet with, ultimately move forward—often starting with gradual employee education around stock ownership, financials, and valuation. Employee ownership tends to work best for businesses that are thinking about succession, want to compete for talent without raising payroll, and care deeply about culture and continuity. As Garbinsky notes, employees value transparency and stability far more than many leaders realize—especially during uncertain times. The takeaway:  Employee ownership is not just a perk. It’s a strategic way to strengthen your business, reward your people, and plan for the future.
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