The
3 most costly mistakes with problem employees. Separation notice
help.
Whether you are firing your problem employee or laying off workers
because of downsizing, you must give each worker a formal separation
notice. It is a crucial part of the termination process. And while
every termination is different, all separation notices should follow
a similar format. This is not to say you do not have to tailor each
separation notice, you do. But you can use a basic template and change
it depending on your circumstances.
What a Separation Notice should contain
First, a separation notice should have basic employee information.
You should include the employee's name and social security number.
Then list the dates the employee started work and date last worked
and the reason that they were separated from employment. Be careful
when giving reasons for termination. Get rid of any discriminatory
language or unprofessional wording.
You must make sure your employee clearly understands the reasons
for the separation. Also you must have documented evidence to support
those reasons. If you have collected this information properly, the
employee will not be surprised by his or her current predicament.
Finally there should be an area for both you and the employee to
sign off on the separation notice. This gives you legal evidence
the employee knew why you were letting him or her go.
Needing
to separate an employee from your company? This is how I terminate.
Retain Your Best People Many managers and team leaders ask me how to deal with employees in a way that will maximize their potential, create loyalty and respect, and cut down on high turnover and destructive behavior in the workplace. The single most common reason people stay or leave an organization is based on the relationship they have with their direct supervisor. Therefore, the key is to show a keen personal interest in each person. Recognize everyone's uniqueness and find ways to allow that uniqueness to be expressed at work.
The following tips can be adapted to your particular situation.
- One-on-one Meetings.
- Build trust; have meetings in your office over lunch or coffee with each individual.
- Get to know your employee by asking about their career goals, even if you have to acknowledge that working at their present job may just be a stepping-stone on the way.
- Ask what opportunities for growth they might like in their job.
- Ask what part of their present job they enjoy the most. Find ways to give them more of those tasks.
- Ask if there is any part of their job they don't like. If possible, relieve them of the particular task. If not, help them find ways to make it more pleasant. Break it down time-wise. Build in rewards.
- Always recognize jobs well done; give bonuses, e.g. tickets to movies or other events, recognize the employee of the month, rewards for creative ideas, etc.
- Where possible allow the employee to learn a new area of interest. Encourage that interest by sending them to a class, etc.
- Set up a mentoring system.
If each individual employee feels appreciated they will more likely remain motivated to stay in an organization and consistently provide quality work that is aligned with the company's goals.
About the author:
Dr. Dorene Lehavi, Ph.D. is principal of Next Level Business and Professional Coaching. She coaches Professionals and Business Partners. You can purchase her ebook or soft cover editions of Stop Doing What You Hate…Start Doing What You Love at http://www.StartDoingWhatYouLove.comContact Dr. Lehavi at Dorene@CoachingforYourNextLevel.com or on the web at http://www.CoachingforYourNextLevel.comand sign up for her free newsletter, Mastering Your Next Level.
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Needing
to separate an employee from your company? This is how I terminate.
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