Cindy,
When you're faced with a situation like the one you described, as an alternative to an HR representative it would be best to have another administrator present. As stated earlier, it would also be preferable for that person to be of the opposite sex of the individual being terminated. But be careful here, you want to insure that the second person is not a personal friend of either you or the employee being terminated. The goal is to be as objective as possible and not inject anyone or anything that could be perceived as creating a bias or unfair situation. In the situation you described above, was there a reason why the HR representative didn't accompany you during the termination? Who escorted the individual off the premises?
Dr. Robert Roehrich
At my school we just recently began to hire licensed massage therapists to work after hours in the clinic. It helps with placement, but it also gives our graduates a "baby step" before going into the real world.
One of my policies is that they must do a minimum number of massages per week to remain employed. They are getting paid a much higher commission here than they would be anywhere else, so I expect this of them.
I guess the easiest part about my having to dismiss anyone, for this job anyway, is that they know the requirement up front, and they know that failure to "produce" will result in their dismissal.
Sharyn,
The fact that they know the expectations up-front is a step in the right direction and hopefully, you have them sign an employment agreement. From what you described, termination of a massage therapist is straightforward, but the question asked what is the most “appropriate and professional†way to fire someone? Consider how you would terminate one of your therapists if he/she performed the “required number of massages†but had a drug problem that was interfering with the quality of the massage or the client relations? b) Did something inappropriate in the massage room? c) Was verbally abusive to a co-worker? Each one of these situations could result in potential legal action if not handled properly. I hope you have given the Forum question broader consideration, because terminating a staff worker would require a completely different approach.
Dr. Robert Roehrich
I agree with this statement. If the expectations/performance objectives are made known to the employee, it takes away the emotional element as they were in agreement and acknowledgement of their performance requirements at time hired.
Isabel,
Agreed, however, there's an additional element that you may be aware of but overlooked in your response: a performance improvement plan. If the employee initially communicated that they understood the expectations of the position, but then failed to meet some of them, they may deserve a "second chance" to correct the issue. Only the hiring manager or reporting manager can determine if a second chance is appropriate. A written performance improvement plan with both parties signatures, clearly identifies the deficiency and establishes conditions for improvement; then if these aren't met, there is clear cause for termination. Sometimes you just have to restate the expectations and communicate the consequences of not meeting them. Then if termination is necessary, it takes away some of the emotion out of an unpleasant task.
Dr. Robert Roehrich
Dr Roehrich,
I apologize for that oversight. I failed to mention that at 30 days if they are struggling to meet requirements, I do actually counsel them and we determine what they may be doing wrong, or what they are doing right (but not enough of). I suggest different marketing ideas to them, and provide them with an array of marketing materials to distribute to potential clients. So this is sort of a "second chance" and "pep rally" all at the same time. I make them sign a "counseling" form that their performance has been reviewed and they have received counseling on improvement.
I realize this is off the topic, but I just wanted to clarify. :)
Thanks,
Sharyn Pulley, LMT
P.S. Yes, you did encourage me to reexamine a broader scope of termination scenarios. I will be better prepared for future dismissals now.. I thank you.
Sharyn,
Thank you for your return response and clarification. the approach you described illustrates more engagement through counseling and I presume an improvement plan. One of the key elements in either turning around behavior or dismissal is having the counseling session and having the person sign the counseling form you highlighted. This should establish accountability and consequences if the behavior doesn't change. It also makes the termination process, if necessary, less emotional. This certainly demonstrates a higher level of engagement than your previous post and your approach should be more effective.
Dr. Robert Roehrich
Caron,
Thank you for your posting to this Forum. The only element, which you may have implied, is to add documentation of what expectations were set and where the employee didn't meet those expectations or fell short. Following up your coaching conversations in writing is a good step, but I would also request the employee acknowledge receipt and ask you for any needed clarifications before you file them; this provides both you and the employee with document trail of the conversations so there is no misunderstanding. The dismissal process you described is right on target.
Dr. Robert Roehrich
The location should be carefully considered to maintain a good level of privacy, The time and day should also be carefully considered as to ensure the best possible aftermath outcome of the meeting. I feel that a Thursday early afternoon is the appropriate time to dismiss an employee, this will give the employee the ability to contact human resources if necessary and allows some cooling time before their job hunting begins the following week. The delivery of the message should be on a direct calm and dispassionate manner. The meeting needs to be kept to a minimum time not to exceed 10 minutes and depending on the employee reaction, allow few minutes to say quick goodbye.
Jorge,
You have described a good approach to the dismissal process. Additional points to consider are: having another person present, preferably a Human Resources Director; if necessary, arrange for the individual to be escorted from the building to avoid any potential negative actions in the presence of other employees; arrange for personal effects to be cleared out of the individual's work space; and indicate if the company will or will not support an unemployment claim. There should also be a follow-up with remaining employees to quell any anxiety and avoid gossip abut the dismissed person.
Dr. Robert Roehrich
