While most employers would hope to avoid terminating employees, it’s a reality for most at some point.
Whether the business needs to make the decision for financial reasons, or because of performance issues, any termination needs to be handled appropriately to avoid potentially costly consequences.
We are living in an increasingly litigious society, where it has become easier, and seemingly more popular to sue. Even if a lawsuit is not filed, an ex-employee reporting their termination to the EEOC or department of labor could end up being more costly to the business, if found at fault for wrongful termination or discrimination. Read more…
By Eric B. Meyer
File this under: Duh!
Let’s assume that you have an employee who commits a terminable offense. For example, in Martins v. Rhode Island Hospital, surveillance cameras and the Hospital’s employee ID swipe system suggested that Martins left work for approximately four hours and, later, he could not account for his whereabouts.
So, you schedule a termination meeting, which is exactly what the Hospital did with Martins. However, at the meeting, Martins told the Hospital that he suffers from bipolar disorder. Read more…
At first, Mindy appeared like she was going to be a great fit.
She had a solid track record. She interviewed well. All her references checked out.
But she’s completed her training six (6) months ago and, for whatever reason, she’s performing well below your expectations.
It cost you/your organization a pretty penny to get her this far. And don’t forget, you made the choice to hire her, and your reputation as a good judge of talent is hanging out there for all to see. Read more…
“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…