rejected the employee can be difficult and must be done carefully, taking into account and follow the rules. One can be very arrogant and do not worry about the consequences, but how this task are not only for the person who leaves, but for those who are still working for you task. And the expulsion of poorly managed can break the trust and loyalty of his staff and to organize it and not just an employee going to have to worry about. Just as any task management must be done well and although the function emotionally charged competent manager can perform this onerous duty while maintaining the safety and perceived value. Often managers who do this do not understand own emotional responses and respond by being abrupt and aggressive - this is to be avoided. Must be clear and legitimate process. This will ensure that procedural justice is seen to be carried out and keeps the focus on the issue of poor performance and not on the persons concerned.
First, you can separate any employee on one of the following reasons:
behavior - including poor work-related behavior with clients, as well as you and other staff
ability - qualification is sufficient to do the job Although this must be managed carefully and must set out clear guidelines in the project how the policy should be done (if you're in sales, for example, the environment is often better to define the right performance standards at the beginning and monitor them and discuss the goals for improvement, for example, in the early)
legality - for example the loss of a driver's license if leadership was an essential element in the performance of this task
repetition - work that person was working has dried or has been outsourced
other substantial reasons - a fishing -kl for anything not covered above but also a minefield as it has to be ground in some of the substantive question relating to the job.
can not be ruled out and the employee of the duration of any service on any of the real or implied discrimination. If you feel that separation is necessary to follow clear procedures to avoid any discriminatory nature of the potential effects. You should be aware that if you do not follow the correct procedure, and in some countries may put yourself at risk for arbitrary dismissal procedures that can leave you open to large amounts of compensation in the case of a small business can be disastrous.
The first rule in disciplinary cases is to document everything in writing - even if you think he is open and closed issue is the practice of good management to set things down so that if necessary, these observations can be referred to should need arise.
if an employee with you more of 12 months following the procedure usually applies
seven-step process:
- inform the person who perform that wish to hold a meeting to discuss their performance as things are not going well (for example).
- Tell the person of concern in the offensive line for that basis they have sufficient time to prepare - no ambushes and tell them that they can be accompanied by a friend or union rep - if they choose to bring a relative, make sure you also supported only in things if you get hot. We must tell the employee to have the right to appeal at any stage - if possible to another independent person or senior partner.
- contract review meeting at your offices - booking office and make sure that all calls are held and will not be disturbed. Go through and explain the reasons for taking action - clearly announce that this meeting is a performance is not acceptable and the list of issues. Let the people have their say - there will be defense obviously listen politely but be firm in your determination. If this is the last meeting to inform the person in clear terms to be laid off - leave no room for misunderstanding the form used words such as' I have decided to terminate your employment.
- If you were not this is the final meeting, in most cases it is advisable to agree the review gives the person the opportunity to improve performance. The period under review and approve a statement that must be achieved by that time. document
- this meeting with foundations and other issues of interest and procedures agreed upon and sent this message to the person concerned copied to the HR department.
- follow-up review meeting agreed, and go through what has been done (or not) - the meeting even if performance improved satisfaction and put down a new phase of the review to show improved performance is maintained.
- document the meeting in detail and copy it to the human resources department to put the result in the file.
- need trail document just in case you do end up in the unfair dismissal process - copy documents to your adviser .
- a clear policy covering the expected behavior, rules and procedures and performance requirements dismissal inevitable no matter how small the company.
- non-application procedures for employees with service of less than one year - they can suggest you fired them on the basis of illegal compensation claim (you may have to settle because the cost of fighting it can be expensive when participating lawyers!).
- not to invite employees to listen disciplinary in writing or provide sufficient evidence before the disciplinary hearing - they are entitled to notice of the nature of the grievance in advance and the right to appeal
- not estimated the legal requirement to move in every stage of the proceedings without undue delay under UK law.
- failure to recognize that the employee may have the right to appeal even if the request orally and not in writing and is after a period stipulated by the employer of time - not to hear complaints filed after termination of employment occurred, for example, (Be careful of this one if you did not receive the letter until some time after leaving the employee)
Of course there are circumstances where the above procedure can truncated, for example in cases of obscene behavior but generally make sure there are transparent procedures in place and you can not go wrong.
denying important and director of the employee have to do at some point in her career time and despite the fact that time is difficult and emotional can be managed as long as a clear process in place. It is very tempting to be a rookie and "fire people 'as a sign of macho management muscle, but as well as holding the organization is likely to be susceptible to poor practice and an indication of the low-efficient management. Besides letting people go way nonthreatening and honorable, and to enable them to leave with dignity, and to allow them to rationalize the process is a good management style and a sign to oversee the people who work for you.
0 Komentar