FRIDAY SEPTEMBER 26 2025

In my previous article, I shared experiences with employees who clearly had no interest in doing a “good job” . It’s easy to read such stories and agree—or disagree—with the content. But whether you're an employee or an employer, we need to dig deeper and really think about the true cost of “The Bad Apple.”

Recently, I had a conversation with an employee who acknowledged that his coworker's behavior was subpar and didn’t reflect the company's values. When I asked, “Why don’t you say something about it?” his response was: “I don’t want to be the rat.”

But what is the cost of not speaking up and not identifying the Bad Apple?

We’ve all encountered companies which we refuse to do business with again because of poor service. We don't blame the individual—we blame the company. However, One bad interaction with a staff member taints the whole organization. In my previous article, I mentioned a delay in a court matter caused by a person in a government office. That was likely due to one or two bad apples. Yet, in my experience, there are many civil servants who go above and beyond—without expecting a tip or envelope under the table. Unfortunately, their efforts are overshadowed by what I will refer to as the Bad Apple Effect.

Spotting the Bad Apple Early

Employers need to take time to identify bad apples early, before they spoil the entire barrel. Often, these employees are protected or excused—especially during the probationary period—as we try to "give them a chance."

Let’s be real. When most people start a new job, they want to make a good impression, get some early wins, and be seen as valuable. However, some quickly try to change the work ethics—to what they want to see at work. If they’re exposed to a positive environment and it doesn’t align with who they are, they may start to complain or become visibly uncomfortable. Instead of adjusting, they try to bring others down to their level so they can feel comfortable again.

My 1:1:1 Rule: Week 1, Month 1, Year 1

To combat the Bad Apple Effect, I follow a 1:1:1 rule—milestones at Week 1, Month 1, and the end of Year 1, instead of the traditional 3-month and 6-month reviews.

Week 1: Integration

During the first week, observe how the employee integrates with your team:

• Are they following instructions from orientation?
• Do you have to constantly repeat yourself?
• How quickly are they responding to you or instructions given?
• Do they arrive early—not just on time?
• Are they complying with dress codes?
• Are they responding to customers and colleagues promptly?

If these behaviors are missing in Week 1, release them. It won’t get better—it will only get worse.

Month 1: Curiosity & Culture

By the end of the first month, a good employee should be:

• Eager to learn the job
• Engaging with company culture
• Asking thoughtful questions
• Actively reading policies and processes

If they’re quiet, disengaged, or need to be told to read policies—release them. They’re not interested in being a part of the company; they just want a paycheck.

Before Year 1: Value-Added Mindset

By now, they should be contributing ideas and suggesting improvements—not complaining. If they’re still watching the clock, nickel-and-diming their time, or constantly asking “what’s in it for me?”—release them. You’re wasting money.

Resetting the Culture after the Bad Apple is gone

A client of mine recently fired the entire staff to reset the company culture. The toxic mindset was too deeply rooted to change. This approach became necessary when you taketoo long to identify the “Bad Apple” who contaminated the who bunch. While this approach can be costly—especially when employees must be compensated under Section 29 of the Employment Act—remember that severance payments can be made in installments, provided the employer is reasonable with the terms. Sometimes, this drastic move is the only way to remove the root cause of the problem: the Bad Apple.

The cost of “One Bad apple” is immeasurable. It impacts:

• Recruitment Cost
• Training and onboarding costs
• Replacement cost
• Strain on remaining staff members and possibly overtime costs
• Time drain – correcting mistakes
• Team Moral – Frustration and resentment from remaining staff members
• Causing tension- Bad apples can cause tension, gossip and mistrust in the team
• Disruption of team harmon
• Professionalism and proper handling of customers
• Cost of customers when they take their business elsewhere
• Causes Reputational risk
• Causes Legal risk

Final Thought:

The cost of keeping one bad apple is far greater than the cost of replacing them. The longer you retain them the more you will spend on them. Don’t protect toxic behavior under the guise of fairness or potential. Set the standard—and hold everyone to it. Once you identify that the employee is not the right fit for your company, deal with them swiftly to avoid contamination.

In my next article, I will address the impact of a positive culture and creating one. Guarding your Business’ culture.

Jacquelyn Beneby is the CEO of the Human Resources Solutions group ltd, a global presenter and a successful business entrepreneur since 2013