15 Signs an Employee is Not a Good Fit for Your Interior Design Firm

Your firm culture matters, but so does productivity! How do you find (and retain) an employee who does incredible work while meshing seamlessly with the rest of your team? What if that employee seemed perfect at the beginning but hasn’t kept up their side of the bargain? In this article, we’ll help you figure out when your new hires are ideal—and when they’re slipping away from your firm’s core values. We’ll identify the qualities and behaviors that indicate an employee is not a good fit for their current role or your firm in general. From negative interactions with other employees to an inaccurate perception of their own strengths and skills, here are fifteen signs an employee is not a good fit for your interior design firm.

Consequences of Hiring the Wrong Person for the Role

Hiring or retaining the wrong person for a role can have significant consequences — both for your firm and for the individual you hired. Regarding your design firm, a “bad fit” employee can lead to decreased productivity, lowered morale among other team members, and client confusion. It could also result in significant financial losses or reputational damage. This lack of progress, stagnation, or series of setbacks can be frustrating for other team members who may feel as though their efforts are impeded by someone who is not pulling their weight.

If that employee’s work is subpar, others may need to step up to compensate for it — leading to resentment and burnout among staff. Additionally, if the new hire does not embody the values and culture of the organization, it could create tension and discord amongst colleagues. The consequences of hiring the wrong person for a role extend beyond just the immediate impact on productivity. It can also have long-lasting effects on workplace dynamics and culture.

On an individual level, being hired for a position unsuited to one’s strengths and interests can be equally problematic. It can lead to frustration, dissatisfaction with work, and feelings of inadequacy. When people are forced into jobs that don’t align with their skills and passions, they often feel unfulfilled and unchallenged. This can ultimately cause them to leave the job sooner than expected, adding another layer of cost and disruption for the company.

15 Signs an Employee is Not a Good Fit for Your Interior Design Firm

Put simply, making a bad hire has far-reaching consequences for the firm owner, their team, and the individual who does not fit the role. Not only can hiring the wrong person for that role stifle progress and negatively impact workplace relationships. It can also take a toll on the mental health and well-being of individuals involved.

Of course, red flags don’t always pop up during the recruitment, interviewing, and onboarding processes. Some appear months after hiring. According to Liz Kislick in an article for Harvard Business Review, “only 19% of new hires are considered fully successful.” But many “bad hires” actually start strong. Kislick writes that “by the 18-month point, 46% [of new hires] are deemed failures.”

In some cases, disconnects occur due to changes in the firm—not the employee. Even in these cases, that mismatch can mean that the employee is no longer a good fit for your firm and vice versa. Here’s how to identify signs that your employee is a bad fit. We’ll also list out a few questions to ask yourself before proceeding.

#1 They Don’t Understand Your Brand

Time and time again, we have underscored the importance of internal brand consistency. If employees understand your brand, they communicate it accurately to clients, partners, and future team members. When employees do not understand your brand, they confuse clients and muddy your overall brand identity as perceived by the outside world. If an employee doesn’t understand your brand and unintentionally undercuts it, they probably aren’t the right fit for your firm.

Of course, there are certain circumstances in which an employee might not have the context needed to understand your brand fully. Maybe they come from a different industry. Or maybe they just haven’t had enough time to learn about your company. Perhaps you recently shifted gears and are pushing a rebrand. Regardless, that disconnect must be addressed during the onboarding process or throughout ongoing training.

If an employee does have all the resources and training needed to understand and reflect your firm’s brand fully but still does not do so, it might be time to move on.

#2 They Don’t Identify With Your Firm’s Mission Statement, Vision, or Values

Perhaps more important than understanding your brand is identifying with your firm’s mission, vision, and values. After all, these elements are fundamental. They craft your company culture and shape your firm’s brand.

We hire, fire, reward, and promote based on our Core Values. We have 4 guiding principles that influence our work ethic, design approach, and service to clients. Great team members will often refer to these values, without even knowing them, as soon as the interview. Then, we know it’s a great match. On the other hand, it becomes very clear if a team member doesn’t adhere to these values pretty quickly. Sometimes, we can course correct, but most times, it’s just a bad fit.

Melissa Grove, LUDC COO & Design Dash Co-Founder

If an employee once espoused your core values but has since demonstrated disdain or disinterest in your firm’s mission, vision, and culture, it’s probably time to have a serious conversation. As LUDC COO and Design Dash Co-Founder Melissa Grove notes above, there might be a way to retrain this employee. In other cases, the employee might simply be “a bad fit.”

#3 Clients Walk Away from Interactions With This Person Confused

Another sign your employee is a poor fit is that clients frequently walk away from interactions with this person confused. There are three possible reasons why clients might leave conversations with a certain employee confused about your brand, mission, vision, core values, and other key elements.

The first possible reason is that you failed to properly communicate with the employee. Second, you might have communicated properly but the employee does not identify with your firm and has chosen to “do it their way.” The third possible reason is that this employee struggles with client-facing tasks. If your employee is leaving clients feeling completely lost, it could be because they lack communication skills.

You might be able to course-correct if issues arise due to Reason #1 or Reason #3. Consider making brand guidelines more robust, standardizing certain communications, or transitioning the employee away from their client-facing role. Reason #2 — which demonstrates a lack of respect and regard for your firm — might lead you to part ways with that employee altogether. An employee who is a poor cultural fit for your firm would benefit from a firm that better matches their approach to design, communication, and team-building.

#4 Their Performance Plummeted After the Trial Period

In our recent post about hiring for culture fit, we reviewed a panel at High Point led by Design Dash’s Laura Umansky. Both Lorna Gross and Bryan underscored the importance of adding a trial period to the hiring and onboarding process.

This period allows the firm to ensure they hired the right person while allowing new employees to asses whether the firm is right for them. New hires might have been attracted to the job description, but discover that their personalities do not mesh with the organizational culture of a firm. Alternatively, the firm owner might find that their new employee was the right candidate on paper but comes to work each day with a negative attitude.

We [also have a trial period], but it’s actually 90 days because I find that people can kind of fake it for 60, but after that 60 days, they get comfortable.

Lorna Gross, Founder and Owner of Lorna Gross Interior Design

A trial period can help firm owners and employees optimize cultural fit, but it is not foolproof. Some employees put their best foot forward at a new job for the first few months. Once their position seems secure, they neglect important tasks, and their quality of work declines. Even when you provide feedback or other colleagues complain during group discussions, that employee fails to improve.

If you’ve noticed that an employee’s performance has significantly declined after the trial period, it could be a sign that they are not a good fit for your interior design firm. Their work ethic, focus, and values simply do not align with your firm’s culture.

This can be incredibly disappointing on both a business and personal level, especially when you’ve invested time and resources throughout the whole process of hiring and onboarding. Mistakes and failures are bound to happen in any workplace, but if an employee consistently fails to meet expectations or falls short of their duties, it may be time to consider letting them go.

#5 They Are Uninterested in Mentorship or Educational Opportunities Funded by Your Firm

An employee might not be the right fit if they are uninterested in mentorship or educational opportunities funded by your firm. A lack of interest in mentorship or continuing education can indicate that the employee is not willing to learn or grow within their role.

After all, many employees feel valued when firm owners offer free or subsidized educational opportunities. Learning new skills and improving upon others can not only make employees better at their current jobs. It can also make employees more attractive to future employers.

As such, disinterest in mentorship or continuing education might be a red flag. In some cases, an employee who refuses to participate in mentorship programs may see no room for improvement or advancement in their work. Alternatively, they may be afraid to admit mistakes or ask for help when needed. Both situations can lead to repeated, unresolved mistakes and stagnation within your firm.

Bear in mind that if you ask an employee to pursue educational opportunities that enhance their skillset or expand their role, most will expect a raise A salary increase that reflects those added responsibilities or enhanced skills at the company is appropriate.

#6 They Are Dismissive of or Unkind Towards Other Employees

This next sign is an obvious one, but firm owners who are always on the go and rarely in the office might miss it. When assessing whether an employee is a good fit for your interior design firm, it’s important to consider how they interact with existing team members. If you notice that they are frequently critical or dismissive of others in your presence, their behavior could be far worse when you are OOO.

If you have any doubts about an employee’s behavior towards others, trust your gut feeling and address those concerns early on. This might include giving them specific feedback about their interactions with colleagues, defining clear expectations around respect and collaboration in the workplace, or even warning them that poor behavior could result in being fired.

Ultimately, hiring the right employees who fit well with your company culture can make all the difference in ensuring everyone is happy and successful in their roles.

#7 They Don’t Contribute During Team Meetings or on Discussion Boards

During job interviews, candidates often identify themselves as “team players.” It’s a great selling point, but it might not be true. If you notice that an employee consistently fails to contribute during team meetings or on the discussion boards of your project management apps, it could be a bad sign.

Either they do not value collaboration or they lack confidence in their own abilities. Regardless, that employee is probably in the wrong job if their position requires repeated collaboration and meaningful participation in team-building exercises.

#8 They Need Constant Direction and Instruction Long After Onboarding

Alternatively, an employee who needs constant attention after onboarding might be a bad fit for your firm. Of course, new hires always need a bit of guidance in the first few months at a firm. However, if this demand for constant direction and instruction continues for an extended period of time, it could indicate a larger problem.

Your employee may struggle to understand tasks, make mistakes frequently, or lack confidence in their own skills. No matter the reason why they need extra oversight and support, such an arrangement can lead to frustration for the employee, their coworkers, and the firm owner.

After all, either your time or your managers’ time is spent micromanaging an employee who should be fairly independent. You delegate instead of doing, resources are not allocated properly, and the entire point of hiring that employee flies right out the window.

#9 They Refuse to Observe Established Processes

Nothing throws a wrench in the cogs of a well-oiled design firm like an employee who refuses to observe established processes. You and your team have spent years standardizing and automating certain processes so every communication is on-brand, every order is placed on time, and everyone can their energy on high-value tasks. If a new employee simply must “do it their way,” they probably aren’t a good fit for your firm.

#10 They Express Intense Interest in Other Roles

An employee who expresses intense interest in other positions might not be a bad hire for your firm. They might simply be in the wrong role. If this employee works hard, delivers quality work, and identifies with your firm’s values, don’t dismiss them. Find ways to foster their interest in other areas of the firm.

While they might later leave the firm to pursue another position, everyone will benefit from a cross-trained team member in the meantime. Plus, other team members will likely notice your coaching and support of this employee — which can positively impact their perception of your firm’s internal culture.

#11 They Seem Confused About Their Own Role in the Firm

On the other hand, a team member might express confusion over their own role in the firm. If employees repeatedly express confusion over their roles even though those roles match the original job postings, it might be time to separate.

Of course, it’s an entirely different situation if an employee’s role has evolved since starting. If this is the case, explicitly outline what you expect from them, encourage them to offer their own feedback, and compromise.

#12 It’s Obvious That They Overstated Their Skillset or Experience

If an applicant lies on their CV about experience or education, you might sense that something is wrong right away. When reading through resumes, there are dozens of dead giveaways. Writing for SHRM, Mary Southern notes that a quick Google search and reference calls will weed out most lies. If you notice “odd descriptions,” mismatched dates, or a series of recent promotions, you might seek more insight into that applicant’s background.

However, you might not catch the fibs until they join the team. In fact, you might not notice their skills gap until many months after the trial period has concluded. If a new employee clearly overstated their skill set, experience, or qualifications, you could assess openings to find the right positions for that person.

Unfortunately, those lies could indicate a deeper character flaw that does not gel with your firm’s culture. Consider the consequences carefully before demoting, firing, or retaining that employee.

#13 They Keep Making the Same Mistakes

An employee might make the same mistakes for a number of different reasons. Their manager might repeatedly provide unclear instructions. Handbooks and other employee resources might be incomplete or outdated. Alternatively, the employee might not have the skills necessary to perform a task correctly. Or they might refuse to acknowledge and correct their mistakes out of hubris.

As Laura Garnett writes in an article for Inc., it might be time to part ways if “they just can’t master the tasks they’re assigned, despite lots of feedback as to how to do them better or differently.” Consider parting ways and seeking someone who would be a better fit for the role if your current employee is constantly struggling.

#14 Their Team is Suddenly Less Motivated, Productive, or Satisfied

Speaking of managers, a team leader might no longer be the right fit for your firm if their team is suddenly less motivated, productive, or satisfied. If you realize that the morale or performance of one team — whether procurement or design — has recently plummeted, take a look at the leader. Whether you recently promoted this person or changes in their personal life have caused a shift in behavior, that manager might be the wrong fit.

#15 They Have an Inaccurate Perception of Their Own Skills and Strengths

Last but not least, if a new hire has an inaccurate perception of their own skills and strengths, they might not be the right fit. Have you ever worked with someone who thinks they know everything, but clearly doesn’t?

Some psychologists and laypeople refer to this overconfidence as the Dunning-Kruger Effect. It’s a psychological phenomenon where people with low ability or knowledge overestimate their skills and expertise.

As Angela Fritz writes in an article for The Washington Post, “Incompetent people think they know more than they really do, and they tend to be more boastful about it.” If an employee has an inflated sense of self-worth built into their personality, they might not be the right person for a firm with an active founder, or one organized as a collective.

Overconfidence can lead to myriad mistakes, unwillingness to accept responsibility, and uncomfortable interactions between that employee and other team members or clients.

Before Demoting or Firing an Employee, Ask Yourself the Following:

• Is this person overworked?
• Has their role expanded beyond the role for which you hired them?
• Have you explicitly communicated your expectations?
• Could their manager be at fault?
• Have you repeatedly dismissed their ideas or perspective?
• Are your procedures well-defined?
• Have you addressed their mistakes in the past, or are you avoiding confrontation?
• Is an acute or short-term issue like an illness, injury, family struggle, or recent move affecting their performance?
• Would they tell you if an issue like those described above occurred?
• When did you notice a change in their behavior?
• Is there a clear trajectory for career advancement or personal development, or are they stuck in their role?
• Have other employees expressed concern about recent changes or trends in the firm at large that might be impacting this employee? For example, they might have mentioned a lack of recent pay raises, a shift in culture, difficulty adapting to a hybrid work environment, or too much work for the team to handle.
• Are they the only person like them in the firm? Could they feel isolated or nervous to speak up if their opinions or perspectives are completely different from everyone else’s?