Discipline and Termination
Your job requires you to discipline employees if it is needed. Think before you act. Do not say or do anything that might be the cause of actionable recourse on the part of the employee. If the cause is not an emergency take time to do it right.
WHAT ARE THEY BEING DISCIPLINED FOR?
You will be required to put in writing why you have exercised this option. Think about whether the cause of your action is due to a violation of company policy, departmental policy or poor judgment.
SEEK OUT THE ADVICE OF YOUR IMMEDIATE SUPERVISOR
Two heads are better than one. Part of what you are about to do will become a permanent record. If ever your document would be needed on an evidentiary basis how would it read in court?
THINK ABOUT WHAT YOU WILL SAY TO THE EMPLOYEE
Is this intended to be a warning or the fatal blow to their career? Is it intended to satisfy a legal requirement as it pertains to harassment? The way you speak to an employee says a lot about your character.
GIVE THE EMPLOYEE A CHANCE TO STATE THEIR CASE
Your judgment here is critical. If you are disciplining someone as a warning prior to termination should the event reoccur you need to have their acknowledgement of the consequences of their actions.
DO NOT DISCUSS THE ACTION WITH FELLOW EMPLOYEESTHESE GUIDELINES ARE FOR INFORMATIONAL PURPOSES ONLY. FAMILIARIZE YOURSELF WITH YOUR COMPANY’S POLICIES REGARDING EMPLOYEE DISCIPLINE. INVOLVE YOUR HUMAN RESOURCES DEPARTMENT IMMEDIATELY.
Your discussion of the matter should include only the parties involved, your supervisor or the human resources department.
Termination is diffcult. On everyone. Don't make it tougher than it ought to be.
BEFORE YOU TERMINATE
Ask yourself why. If it is for poor job performance is it ongoing or recent? If it is a recent situation there may be something else involved away from work. You liked this person well enough to hire them, are they worth fixing before you consider letting them go? If it is an ongoing problem and termination is the only alternative is for you to decide.
THINK BEFORE YOU ACT
If the reason(s) for termination does not require immediate action give yourself time to plan the proper course. It might save you countless hours in the future.
NEVER TERMINATE IN ANGER
At the time of termination state the reasons for the action in a businesslike way. Have your facts ready to support your decision. Opinions are not facts.
TERMINATION ISN’T PERSONAL
Business decisions based on sound principles are not personal attacks against the employee. Never make a statement of a personal nature during a termination interview. Keep it business.
DO NOT ALLOW THE EMPLOYEE TO REMAIN ON PREMISES
Be prepared to offer them transportation. Offer to make arrangements for them to remove personal property at a time other than business hours. Do not let a terminated employee become a cancer to others or your customers.
WE LIVE IN A LITIGIOUS SOCIETY. IT IS CRITICAL YOU HANDLE A TERMINATION IN THE PROPER MANNER. BEFORE YOU TERMINATE SOMEONE SEEK THE ADVICE OF UPPER MANAGEMENT. PROCEED ONLY WHEN YOU HAVE A CLEAR-CUT PLAN. KNOW YOUR COMPANY'S POLICIES REGARDING TERMINATION. INVOLVE YOUR HUMAN RESOURCES DEPARTMENT
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