| Many persons view termination of an employee | | | | in terminating the individual since he or she |
| as "no big deal," however nothing can be further | | | | presents a threat to the safety of his or her |
| from the truth. Most managers are not all too | | | | co-workers as well as the security of the |
| happy about the aspect of firing an employee due | | | | organization. However, in order to fire the person |
| to the ill side-effects such an action may cause. | | | | immediately, make doubly certain you have good |
| For example, firing an employee may result in a) | | | | solid factual paperwork with respect to your |
| The employee suing the company (if | | | | reason(s) for the termination. |
| inappropriately handled); or b) Create discord | | | | Firing a person for any other reason will require |
| amongst other employees. This in effect can | | | | that you administer disciplinary action in a |
| have a significant effect on levels of production. | | | | progressive manner. This matter of termination |
| However, not to despair, if your employee | | | | will require you meet several times with the |
| presents a company liability there is a way to fire | | | | employee. You are required to address the issue |
| him or her that will have no profound effect on | | | | and explain fully how you wish the employee to |
| the productivity within your business's | | | | correct it. Warnings are inclusive of verbal |
| infrastructure. | | | | warnings, and a warning issued in writing. Lastly, if |
| The first consideration in appropriately terminating | | | | no improvement has been noted with respect to |
| the services of an employee is to make use of | | | | the employee's behavior a letter of termination |
| your company's probationary period for | | | | and termination meeting is in order. |
| employees who are new to the organization. This | | | | If your company has a separate department |
| will make things considerably easier on you as | | | | relative to employee issues, you will want to |
| hiring/firing manager. The probationary period is | | | | make sure they are well within the loop prior to |
| useful in that it provides staff managers with the | | | | any meeting of termination. Have an HR rep look |
| advantage of terminating an individual shortly after | | | | over the letter of termination in order to assure |
| the individual is hired. This is particularly beneficial if | | | | you are following standard procedure. |
| it is found early on that the person does not have | | | | During the termination meeting, have the HR rep |
| the skills to effectively carry out the duties | | | | who reviewed your letter also be in attendance. |
| entailed within the position. However, in order to | | | | The human resource representative's role is to |
| use the probationary status effectively, you must | | | | witness the firing. Be upfront with the employee |
| offer up evidence that you attempted to train | | | | as to the reason for the meeting. At this juncture |
| the person. This also means you needn't waste | | | | it is not at all wise to side-talk around the issue at |
| your time conducting several sessions where you | | | | hand. |
| tried to rehab the person into the model | | | | Use the termination letter as a tool in order to |
| employee. Proving the person cannot perform the | | | | allow you to properly conduct the firing. Inform |
| job as instructed will suffice. | | | | the employee what he or she may anticipate as a |
| Another way to terminate a person is when he | | | | result of the termination and how to go about |
| or she exhibits gross misconduct. This is a | | | | attaining their severance pay. When conducting |
| no-brainer because such behavior is grounds for | | | | the meeting assure the entire procedure is |
| immediate dismissal. Examples of gross | | | | performed as professionally as possible. |
| misconduct include: a) A person demonstrating | | | | When terminating an employee, first establish the |
| violence and harm to other individuals in the | | | | type of termination. The above scenarios may be |
| workplace; b) The employee is caught in the act | | | | useful to you in this regard. Next follow your |
| of thievery while on the job; and c) The person | | | | company's guidelines to the letter and keep any |
| makes a threat towards staff and co-workers | | | | emotionalism you may be experiencing out of the |
| that is viewed as a security issue. In each of the | | | | event. Following these standard principles will allow |
| preceding scenarios, you as hiring/firing manger | | | | you to perform the termination procedure |
| have a clear reason why the employee must be | | | | without incident and overall productivity or |
| terminated. You may state you have an obligation | | | | company profits will not suffer as a result of it. |