When is it time to cut the cord?
Dear e-COACH,
How do I know whether it's time to let an employee go or to keep investing in someone who's been around for 6 years? This employee shows occasional signs of improvement but she's not doing her job properly and there are lots of other problems with her. I've tried talking to her - it doesn't help. When do I give up and cut the cord, or is it better to keep her and work with her on improving somehow? - Manager
Dear Manager,
Knowing when to let an employee go is often a difficult judgment call that depends on a number of factors. Personally, I am not in favour of keeping employees that are not working out.
However, I do believe that employers have an obligation, once they have hired an employee, to do everything in their power to help them to succeed in the job. After all, you (the company) hired her. So before letting her so, I suggest asking yourself some questions:
- Have I thoroughly trained this person? If not, you have a responsibility to do that.
- Have I properly managed this person? As I've said in previous columns, many a manager has sabotaged the success of an employee by not setting standards and objectives, not coaching, not communicating effectively, or by condoning unacceptable behaviour.
- Is this person in the right job (commensurate with her abilities)? If not, perhaps there is a better position for her elsewhere in the company?
If you are satisfied that your employee is in the right job, is adequately trained and is being managed well, then here are some general indicators (in random order) that might point to terminating her:
- She is consistently failing to perform up to the (reasonable) standards set for her.
- She repeatedly neglects her duties and responsibilities, whether benignly or maliciously.
- She gets along with others so poorly that co-workers approach you threatening to quit if they have to work with her.
- You see no hope of sustained improvement despite several formal discussions detailing the specific problem(s).
- There are so many errors made by her that your operation is being compromised.
- You are spending a disproportionate part of your day dealing only with issues about this employee.
- She shows a blatant disregard for company policies, procedures, resources, operations, products, customers or property.
- She does not have the mental capacity to do her job or any other job in the company.
- She has engaged in some illegal activity while on your premises or while engaged in company business.
- She has breached a legal agreement between herself and the company.
- She has intentionally or repeatedly endangered the health and/or safety of herself or other employees.
- She falsified key information on her resume or application that was used as criteria for hire.
- She has failed to exercise discretion about giving out proprietary information, security information or confidential product / employee information.
Please do not make the mistake of assuming that the above indicators represent legal "just cause" for dismissal. Frankly, many of them don't, and those that do would require a major paper trail documenting meetings, warnings, etc. In addition, there are other indicators not listed here that could point to the need for an employee termination.
That said, it is my personal opinion that any one of the above could be a reason for termination, depending on the circumstances. Naturally, the appropriate amounts for notice and severance would have to be contemplated. Termination should not be done on a whim; it is an option to be exercised when it is the only practical alternative.
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