Good salaries, flexible hours — yet employees kept quitting. Mumbai-based founder fired 3 people. Internet supports her decision

Time of India

a day ago

1. Got a physical office
2. Proactive pay hikes
3. Random treats, no reason needed
4. Public appreciation over private praise
5. Quick decisions, high standards
6. Hired for passion, not just CVs
Internet reacts
When Vedika Bhaia, a Mumbai-based founder, noticed a worrying pattern of employees quitting every month, she was stumped. Her agency offered everything young professionals typically dream of — solid salaries, remote flexibility, and team perks. Yet, people kept walking out the door. That's when she had a hard realization: The problem wasn't the ones who left. It was the ones who stayed.In a now-viral LinkedIn post , Vedika candidly shared how she took a radical step — firing three underperformers in the same month — and saw retention rise. While it may sound counterintuitive, the results spoke for themselves. But that wasn't all. She backed this bold decision with six intentional changes that reshaped her company culture from the inside out. Here's what she did:Remote work seemed ideal at first, but something was missing — energy. Having the team together again brought back the unspoken magic of spontaneous jokes, shared wins, and everyday camaraderie.Rather than waiting for employees to ask for raises, Vedika began rewarding high performance before it was expected. The message? Good work doesn't go unnoticed at her office..Ice cream on Tuesdays. Surprise lunch on Fridays. These little moments of delight made the team feel valued in more human ways.When someone nailed a project or exceeded expectations, Vedika celebrated it openly with the whole team. Because recognition feels different when everyone hears it.She stopped tolerating mediocrity. A one-to-two warning rule was put in place. 'Keeping low performers around kills everyone else's motivation,' she noted.Vedika began prioritising enthusiasm and hunger over polished resumes. 'They could have a side hustle for all I care,' she wrote, 'as long as there's passion and hard work.'Since making these changes, not only has retention improved, but morale, performance, and team spirit have gone up too. Her closing question to fellow founders: 'What did you do to help team retention?'Several users praised Vedika Bhaia's honest and bold approach, agreeing that all six of her points made perfect sense. Many noted that letting go of low performers while valuing and appreciating the rest of the team can significantly boost both morale and retention. Some appreciated her transparency, highlighting that few leaders openly discuss what happens after hiring. Others emphasised that setting clear standards and genuinely caring for team members are often what define a strong culture — even if it means making tough decisions along the way.