> But for now, I definitely need my low performers.

Firing people if you can't get backfill is illogical, obviously. Once a company institutes a hiring freeze, low performers get locked in until forced layoffs. You'll see some people stop working and start job searching because they know that any contribution they make at all is better for their manager than having them fired.

However, deliberately keeping low performers around as a buffer becomes a self-own on a longer time horizon. Smart managers will negotiate hiring exceptions to replace a low performer now rather than keep that headcount occupied for safety. Yes, it's frustrating to have to lay off a good performer, but it's more frustrating for everyone to have a poor performer dragging the team down for some invisible game of chess that goes on for potentially years without resolution.

> However, deliberately keeping low performers around as a buffer becomes a self-own on a longer time horizon. Smart managers will negotiate hiring exceptions to replace a low performer now rather than keep that headcount occupied for safety.

This is a "the times are good" play, and it can absolutely work. But the real trick is understanding

> Once a company institutes a hiring freeze

that if you as a manager are reacting here, the die is already cast. There are plenty of unofficial "we're frozen but aren't saying it out loud" moves I & peers in other companies are seeing right now: downleveling, additional approval gates added to slow things down to a more favorable time, you name it.

Yes, over a long enough time horizon ballast will weigh down the boat, but theta is on my side right now.

The evil path for a director is to acquire a nonessential group and make it the land of misfit toys.

Bank them away from everyone else, and nuke them from orbit when necessary.