“This is not good. One of the guys on the marketing team I work with just got fired. OMG, they just fired another one. It is just crazy around here now.”
As I read the text messages, I could feel the tension that must have permeated this workplace.
The text was from someone who had been in the world of work for four years out of college. This situation with them went on for two days, and as I got the blow-by-blow, it felt like being in a war zone. Read more…
Regular readers of my semi-regular Friday posts know that I sometimes mention The New York Times’ You’re the Boss blog because I often find it to be the source of great insight into talent management and HR.
What I like most is how You’re the Boss reduces issues that just about everyone deals with in organizations of all sizes to bite-sized specifics that are applicable to just about anyone managing people just about anywhere.
Here’s a case in point, and just the headline of the blog post sucks you into it — What I Learned From Firing My Employee of 20 Years. Read more…
Editor’s Note: Readers sometimes ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Ever wonder why your employees really quit? A study of nearly 20,000 job quitters reveals some rather intriguing facts.
The myth: 89 percent of employers believe that employees leave because of money.
The reality: 88 percent of employees leave because of things other than money. Read more…
By Eric B. Meyer
In every one of the United States, except Montana, employment is at will. This means that, absent a contract of employment for a specific period of time, you may fire an employee for any reason or no reason at all.
(Not to be confused with “right to work” — more on that here.)
Well, I suppose that there are some exceptions. Like, you can’t discriminate. And many laws make it illegal to retaliate as well. Read more…
Editor’s Note: Sometimes readers ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
‘Firing an employee is a task that no manager enjoys, but one that often appears inevitable.
Yet it’s a proven fact that hiring a replacement employee will cost a great deal more than retaining than the one you have, if that individual can be deemed salvageable.
That’s why it’s imperative to have a checklist of questions you ask yourself prior to pulling the trigger on your expensive turnover revolver. Read more…
There were a lot of short-sighted things done to workers by their employers during the Great Recession.
I thought that once the economy improved and the job situation returned to normal again, well, the tables would be turned and that large numbers of employees would remember how they had been treated and bolt at the first opportunity.
Well, that shows you what I know.
The Great Recession turned into the not-so-great jobless recovery, and despite the overblown talk about employee shortages and a skills gap, it’s still pretty much a buyer’s market when it comes to talent. Read more…
As promised in my webinar last week, here are my official Top 11 “Termination Troubles” that organizations frequently run into.
(Please note: Most Top 10 lists only go to 10. Ours go to 11. We reallllly want you to get your money’s worth.)
- No. 11 — Not telling the real reasons. Always, always, always tell the truth. It doesn’t do you or the departing employee any favors if you either (1) sugarcoat or (2) over-exaggerate the reasons for the termination. Either approach can kill your case in court. Read more…
A few weeks ago, a man on LinkedIn questioned “Why burn bridges?” He was objecting to the behavior of a past employee, a young woman, who’d quit without notice.
I’ve been following the conversation intently ever since. As one commenter put it, “Quitting a job with no notice is certainly an interesting and controversial topic.”
My view of the issue is pretty simplistic, I’ll admit.
It’s “at-will employment,” folks! What’s good for the goose should be good for the gander, right? And I’ve quit a job, or two, without notice. I won’t criticize someone else for doing the same. Read more…
Allowing poor performers to remain on the payroll is a form of dishonesty that harms the entire organization.
Yet managers claim giving poor performers negative feedback either to help them improve or to warn them of the consequences of not making changes is one of the toughest conversations they face. As a result, those conversations often don’t happen.
But, here are five good reasons to motivate yourself to have those conversations — even if they feel uncomfortable. Read more…