Laura's Issue 9.2 Newsletter
Employee Termination Tips
My last newsletter was entitled, Your Weakest Link. Only a few days later I was forced to fire an employee who was not meeting job requirements. In the 30 days since the termination, our production has increased dramatically. It’s amazing how eliminating an employee that is not operating up to par can increase overall team efficiency.
In my book, Surrender to Win, two chapters discussed termination of employees. The Three Strikes – You’re Out chapter talked about the steps I take when an employee is not operating at an acceptable level:
1) Assume I need to do additional training.
2) Provide a written warning that behavior is unacceptable.
3) Help them out the door so they can find a job that is more suitable.
The next chapter, Shoot Your Own Horse, talked about the importance of not putting off termination when it is inevitable. It also discussed having the importance of handling this job personally although it might be much easier to delegate it.
Over the years I have learned that there are MANY things I can do to radically reduce the chances that I will ever have to terminate an employee. These things include:
- Have a strong hiring process that includes personality testing. Don’t hire emotionally – it is easy to fall in love with the wrong person. I don’t even hire a part-time person without doing a personality test through www.caliperonline.com. Using this tool has radically reduced turnover.
- Provide an employee handbook prior to hire – This sets clear expectations including licensing, production requirements, etc.
- Provide an operations manual – This defines the job specifically to reduce misunderstandings.
- Provide a list of individual job duties – Each job should be assigned to one person only when possible. This provides clear accountability. Jobs should be designed to allow employees to function in their strengths (as defined by the personality test). Sales is a job that belongs to everybody. If you are getting a paycheck you are responsible for assisting in getting and keeping customers.
- Provide a training calendar – Training is ideally done by the business owner when possible and done systematically. Random “on-the-job” training as situations arise is asking for trouble.
- Provide feedback – I prefer random performance reviews…it keeps everyone on their toes. Team mates become disengaged if we don’t provide feedback on a regular basis as to how the team is doing and how they are doing individually.
- Ask for feedback – Sometimes when an employee becomes disengaged it is my fault. If I periodically do a reverse performance review it gives an employee permission to tell me what I could be doing better as a leader.
- Follow through when I have set a quota or expectation. Sometimes it seems easier to allow things to slide when an employee is not operating at an acceptable level. It is never in the best interest of the company and can kill the morale of other employees if we don't identify deficiencies quickly and address problems clearly.
Having this strong foundation in place reduces the odds that termination will ever be necessary. When it is unavoidable, you will be able to fire an employee knowing that you did everything in your power to make the situation work. You will also radically reduce the odds that the terminated employee will be able to sit at home and claim unemployment.
Laura's book Surrender to Win - Regain Sanity by Strategically Relinquishing Control can be ordered through her website www.LauraHarris.com. She is also a contributing author of Chicken Soup for the Soul - Tough Times, Tough People. Questions or comments can be directed to Laura at Laura@LauraHarris.com.
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