By Sutter 今叔利 a San Francisco Business 今叔利 Firm
LABOR 今叔利:
Business is business, and under certain circumstances, getting the difference between getting the job done and getting the job done right may mean letting go of that employee who has become more of a burden to productivity than an asset.
These are stressful circumstances for both parties, and it is crucial that you as an employer establish (and enforce) a policy somewhere between the its not you, its me break-up talk and the more Donald Trumps blunt strategy for the employee termination talk, youre fired. Follow this list of dos and do nots, and you should complete the process with ease.
DO keep detailed documentation of every infraction your employee commits, as well as a written record showing said employee was made aware of the mistake, including penalties for future violations.
Though this may increase paperwork, should termination become necessary it will help you as an employer avoid potential discrimination lawsuits and unwarranted unemployment assertions.
Some employees follow the rules as well as any third-grade teachers pet but still hinder business productivity.
This is a common scenario in which adherence to rules and policy is not what is at issue, but consistent, under-par individual performance requires further action.
In this situation, it is important to have a log of your employees work and progress.
DO make it a policy to keep records of performance for all employees as related to the scope of their individual job description, as this evidence of sorts will prove crucial should termination become necessary.
Youve warned your employee, he or she was made aware of the consequences, and you still find yourself correcting their errors,
DO have an established policy for employee termination. Equally as important to the policy itself is its non-biased enforcement.
There should be written, expressed documentation of both the grounds that warrant a termination, as well as the means of doing so. All employees should become familiar with this policy upon hiring.
Just like break-ups, firing coworkers can be messy,
But 禽或鰻T be tempted to treat each incident on an individual basis, as this could invite a slew of discrimination complaints with lawsuit potential. So as hard as it may be to give your friend and coworker the slip,
DO stay true to your policy and ensure this is done from a neutral, unbiased perspective.
禽或鰻T draw out the process. Be assertive and to the point, and pull off this less-than-pleasant conversation quickly like a Band-Aid.
DO temporarily redistribute the ex-employee’s responsibilities amongst your other employees; this will help ensure there is no work deficit in this position during the hiring process.
DO end on the best note possible, a handshake and wishing well can go a long way.
DO pay them severance and give them aseveranceagreement that preventsthem from suing your company in the future.
It is highly recommended that you speak with a San Francisco Business Attorney before you take the final step. For a free consultation contact Sutter 今叔利.
