Career Center: The world's shortest management course
- the things I'm pleased with since my last evaluation,
- the things I see as areas for growth,
- my objectives for the next review period.
If an employee refuses to acknowledge a significant problem, say something like, "I am concerned about X. We need to create an objective in that area. Do you want to suggest wording, or do you want me to?"
Firing smart
Start by giving an employee clear, written feedback that there's a problem, including specific steps he or she can take to improve to a satisfactory level.
If you feel the employee is hopeless, first try to counsel the employee into voluntarily leaving. For example, "I am willing for us to develop an improvement plan for you, but my gut says this job isn't the right fit for you. Would you prefer to have us develop an improvement plan, or would you rather that I try to help you find a better-fit position outside the organization?"
If you must fire an employee, be firm. For example, "We haven't seen the improvement we wrote was necessary, so we must part ways." But be gentle, too. You might remind the employee of the good things she has done, the good times, and that you hope and believe she'll be happier in a better-suited position.
Consider offering severance pay, contingent on the employee's waiving the right to legal action against the employer. Beware of offering to write a positive reference. A subsequent employer could sue you for providing misleading information about that employee.
The core principle
Balance concern for the bottom line with concern for your employees and, most of all, with concern about whether your organization's efforts are making the world a better place.
Class dismissed.
advertisement
