The Workplace

Firing employees is not for sissies

"If we lived in a perfect world there would be no need for managers."
– Bryce's Law

INTRODUCTION

I recently had an experience good friend worrying termination
an employee. This was for a distribution National Retail
company in which my friend is Sales Manager for one of the
sales points of the regional company. The problem centered on a young (Thirty-ish)
well-trained salesman, but acted like a stray bullet
such policies and procedures were not always respected, and was
caustic and abrasive with customers and suppliers. This
inevitably led to problems in relationships with major customers
for the company. On more than one occasion, my friend has been called
to replenish the seller. Their behavior and attitude were well
documented in the assessment of performance and my friend goes beyond
the call of duty to advise Seller. However, the seller
recently insulted a young woman vendor with the legendary
"F ***" word in your (With a choice of several other
takeover). Not surprisingly, this journey along the
management chain of command until it finally landed on the desktop
sales manager who was told to take the seller. Thoroughly
my friend called his office, explained situation,
and gave the seller the option to either resign
or termination. The seller became angry and asked
Director of sales of all the names in the book and shared approaches
Loved it. It was very ugly.

I talked to my friend during the incident and said
I was guilty of something, it was too good
Too often gives his people the benefit of the doubt. Given that it has always
Expectations of an employee, usually expect to
the worst and am pleasantly surprised when they functioned things. In
In other words, they must earn my respect, can not take
for acquired. This made me think about how we ended
currently used. In the old days, if the leg
you were fired on the spot and fired. No questions
requested, it was a fait accompli. But in today's litigious society,
managers should be more careful or face a costly trial.

I remember my years of shooting first employee for several years. Same
if I had not hired the person, it was my duty to end
him. Last night I was dying on the road
I like to do and what I say. My stomach became face
and I have absolutely no hurry to do so. However,
I called after the employee of my office, "said
their services were no longer necessary, and let him go. In
Hindsight I am sure that was far from perfect, but I
got through it (and a drink after to drive). Since
I had to put an end to a fair share of older people
years. I'm not excited about it and learned
small things on the road. Perhaps most important lesson is
that the dismissal of employees is not for sissies. Not much
worst manager can make to sabotage a shot. We laughed
Donald Trump saying "You're fired" on television, but
The situation is rigged where competitors already include
there will be only one survivor. In the real world, a
termination affects many people other than employees
you and that affects the cooperation of working employees, family
and in the situation described above, customers and suppliers. Cooking
a person requires great skill and, as I am concerned
professionals should be allowed.

BACKGROUND

There is a difference between a person and let a shot
person go. While the latter could be the result of work stoppages,
The first is due to the behavior of the individual. As such,
This article focuses on fire. From principle
understand this, keep a poor artist is a bad employee
the company, coworkers, you (the boss) and
individual. As mentioned at first causes a poor artist
coworkers and / or head to work overtime to cover
employees. Consider this well, it hurts the individual who is
is not qualified for the job or has exceeded the level of
competition. Such people have reached an impasse "in its
career and would be unfair to keep him in a position where
know will probably fail. Let go of your life
another role where he could succeed.

Before any fire, an imprint of writing is necessary to document
individual performance. An evaluation of employee performance (or
"Review") should be performed regularly, especially in
early stages of employment. Such a review should highlight both
individual strengths and weaknesses of the time the chief
provide advice to employees on how to improve. Very
important that the employee read and read
Sign it. Thus, the employee can not say no was aware
no problem.

If the employee is in trouble and should be put "on notice"
(Either improve or face termination), which should be written
under consideration as well. More importantly, if you put a person
"Warning" be sure to follow the progress of the care worker
not only to ensure that it is improving, but to see if you are prepared
to rescue those you.

PREPARATIONS

Assuming you have properly documented performance of employees
and is convinced it reaches the fire, now
Preparation time:

1. First, you may need to obtain permission from your supervisor or
   someone from human resources heat of the person. Be prepared
   give a detailed reason for terminating the employee and
   be able to justify the request. This allows
   Repeat for target practice.

2. Consider allocation of the current work of the person and what effect
   shot affect your department (Co-workers, suppliers,
   customer delivery dates, etc..) Even if a person works
   something critical to the company, and is absolutely
   necessary to terminate their employment, have no employees
   his hostage employment. Even if you have kept the person is
   impossible to say whether his work would never be filled what
   satisfaction. If you must leave, must go. Not
   procrastinate.

3. Determine an exit strategy. To minimize disruption of
   work of others, to determine the appropriate date and time ends
   employees. More people are fired on Friday afternoon
   than any other time or the day of the week. Why? Simple. There
   At the end of the working week and people are more interested
   returned to the house to listen to someone be dismissed. Monday
   the person is already a memory.

   Psychologists might suggest Monday mornings are best
   versus time for endings to Friday, simply because
   the employee will not have time to think during
   weekend and discouraged or become irrational. As for me,
   Am a man Friday as I do not want too heavy
   on staff.

   In preparation for departure to the employee, consider what business
   paper (See Human Resources), the keys, locks,
   badges, computer passwords may need to be changed, and save the
   employee files computer. In any case, if the
   the employee must receive your computer after being rejected;
   is not necessary to invite sabotage.

   Select one termination witness to attend the meeting (which should
   done in all cases, regardless of whether you are expecting a hostile environment
   Shooting or no). Even better, be ready to save
   Finally, if possible, if necessary in a court of law.

   If necessary, we have prepared a table for employee discharge
   office.

DO IT PROFESSIONALLY

Now the hard part, effectively terminating the employee. Now
must be prepared psychologically. If you go to this
with emotions (guilt, anger, compassion) that is doomed
fail. Always remember that you are an emissary of the company, not
a person with a vengeance. It's hard cold situations
well, but must be well organized and in good condition
frame of mind to get by. Ideally, the goal should
the employee being late is far from the revocation
knowing that he had been dismissed for a professional, not a clown.

Just before termination, talk to your testimony and let
he knows what he is doing and what is expected
Witness to complete use (which should be just
observe and not talk during cooking.)

When ready, invite the employees in a private room, preferably
away from colleagues. Be friendly but avoid chatter as
is irrelevant at this time. Inform the person of the object
the meeting and why ends. It is important
the person to understand why they are attracted. Some people feel
not necessary. I for two reasons: First, if a person
initiate a lawsuit against you or the company, you can claim
I did not know the reason for dismissal, and, secondly, if the
person is still ongoing to improve in the future must understand
Why rejected.

It is very important that you keep control of the meeting
all the time. Paste the facts and does not hesitate. Employee
react in two ways: either surprised by the final (not
more to come) or knew it was inevitable. The emotional
reaction to the cancellation can take several forms:

• Thankfully it is (allowing them to move forward).
• Includes reasons and he agreed.
• Shame.
• Anger.

Whatever the emotional reaction to the end, stay
control of the meeting. Do not show weakness or hesitation
allowing a second chance. Remember, you review the employee's job
performance in the past and the employee should have already adjusted
work habits. Providing an employee a second chance this time
only invites sabotage.

Do not extend the termination or other be brief and
point (do not give you time to think and react). Sympathy is
is not necessary or joy. Furthermore, it is necessary to be
apologetics after everything that has a valid reason for terminating
employee does not it? Just keep things in a "matter of fact" tone
voice. Still Once you represent the society in this capacity;
maintain their composure.

If necessary corporate communication to be signed in
departure, the employee to sign on this point. If the employee
refuses, then realized by the witness. Also explain the
employee how received his last salary.

In some cases it is better to try to ensure that the employee
resign rather than be fired. If the person is dismissed, which
are automatically eligible for unemployment (which the company has
pay per view). If the person gives up, unemployment collection
is much more difficult to obtain (Although the government
likes to take the money anyway).

If the employee shows signs of being upset, help them find
nerves before leaving the meeting. Emotional distress
You may have a negative effect on staff. It also allows
the employee to save face.

Autopsy

Employees who are dismissed must clean their desks with their personal
items as soon as possible. This should normally be supervised by
someone, preferably not the witness or the person who shot
employees. Furthermore, when the employee left, making the office
cleans your satisfaction, without a trace.

Farewells are not necessary and should be discouraged. Less
contact the employee has with his staff, the less there is
"Infect" his people. Some companies also find
necessary to escort the person outside the company premises.

Following completion, to prepare a report on the
termination has been deposited in the employee's personal
jacket. Keep it factual and point (including time, date
and duration of the meeting.) If the employee makes threats
this must be documented. The witness also must make a
similar report but different. Both reports should be simple
and the material and consider what was actually more
termination. Also, if the termination was recorded,
Must also be present in the jacket of the employee.

Your people will inevitably ask what happened. It
It may be necessary to make a brief debate in a staff meeting (not
not to convene a meeting only to discuss the termination). When
discuss the resolution with the staff is not necessary
so you can understand why the employee was fired (if
has been a loser, you should be able to understand). In addition,
employee fired may have friends on staff who could testify
against him in the future. Instead, keep things simple, which
the employee left and discuss who will collect
parties. They say the shooting. His more. The only thing
you, as leader, should be involved at this point are the problems
staff morale after the shooting.

After the employee left, be wary of job applications
references to employees. You can specify the employee
Title and length of employment, but little else. Do not argue
why the employee was terminated or his job performance. If
made derogatory comments about the employee, you can learn
of them and start a lawsuit, however, if you give a strong
report on a former employee and he proved to be a failure,
employee may consider a new company continued misrepresentation
and misinformation. Therefore, we do not discuss the employee
performance. The only exception is if you are asked if
former employee is eligible to be rehired (a simple Yes / No
enough).

CONCLUSION

We live in strange times when managers are afraid to fire
employees in fear of possible litigation. However, there is a
the temptation is to transfer or promote another mismatch
department, the transfer of your problems with someone
more. It is terribly irresponsible and does your company have a
disservice by allowing the employee to screw on the other hand (and
speak evil of you to boot). Do not prolong the agony. Go
same. As my old football coach used to say: "You have a small StuG"
(This is "Courage" spelled backwards).

Firing people is an important part of being a manager. It
goes with the territory. Do not delay and do not live in
fear that someone shot because if you do, would not be effective
as a manager. But if you do, do well. Leave
the employee knows that he was dismissed for a professional. If done correctly, you
earn the respect of his superiors, his subordinates, as
and person you let go.

Firing employees is not for cowards.

About the Author

Tim Bryce is the Managing Director of M. Bryce & Associates (MBA)
of Palm Harbor, Florida and has 30 years of experience in the field.
He is available for training and consulting on an international basis.
He can be contacted at: timb001@phmainstreet.com

Copyright © 2006 MBA. All rights reserved.

How To Fire An Employee To Benefit Both Of You.

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