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.
Tips for Performance Reviews If you employ people in your business, you're going to be faced with a number of tricky management issues - dealing with tardiness, sick leave, and keeping your staff motivated.
Performance reviews can be useful for motivating employees, but only if they are accurate. An inaccurate review, which fails to recognize the employee's value to the organization, can be worse than no review at all.
If a performance review fails to take note of an employee's shortcomings, it won't be taken seriously.
If an employee consistently performs poorly, it's vital to document this, as well as any corrective action that is taken.
Your staff may be genuinely unaware that their performance in some areas is poor (or exceptional!), unless you tell them.
Most employers conduct performance reviews annually, in order to decide on salary increases and bonuses. Since performance reviews should build on previous reviews, it's better to conduct them more regularly - every 4 months is a good frequency.
Employees thrive on feedback, and regular performance reviews provide a consistent framework for providing positive reinforcement.
Under-performing employees can also benefit. Regular reviews can identify weak performance areas, and allow you to set clear goals and expectations, and to coach and mentor the employee to improve their performance.
Objectivity is vital. You need to concentrate on measuring performance, and not on quirks of personality.
The performance review should relate directly to the employee's job profile - your employees do have job profiles, or job descriptions, don't they? The job profile should identify the Key Performance Areas for the job. For instance, some Key Performance Areas for a receptionist might be:
* answer incoming calls within 3 rings
* take messages accurately and pass them on quickly
* type at a rate of 25 words a minute
The more measurable a Key Performance Area, the better.
Some other measurable Key Performance Areas include:
* number of sick days
* number of absent days
* number of instances of tardiness
* number of customer complaints
* number of customer compliments
* number of co-worker complaints
Of course, you would have to keep accurate records of all of these, in the employee's personal file.
You should prepare a performance review form for each employee, which lists the Key Performance Areas for the job, and provides a matrix for you to record the performance in each area.
For example, you might rate the employee's performance in each Key Performance Area against a scale of
'Poor, Satisfactory, Good, Very Good, Excellent'
Performance reviews should be a collaborative process - as far as possible, the employee should agree with your assessment.
About the author:
Scott Morris's personal site on performance management course and enterprise performance management http://clubperformances.comfor more information, you can visit http://clubperformances.com
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Needing
to separate an employee from your company? This is how I terminate.
The Art of Employee Motivation
If you think that your employees’ poor performance on their designated jobs is costing you a whole lot of loss profits, then instead of just doing a total overhaul of your employee roster, why not try to do some employee motivation tactics to get them to actually come around and be able to save your company from looming bankruptcy. It really is fairly easy and simple to rouse some employee motivation, you just have to take these techniques to heart:People nowadays are concerned of the lack of importance that is being put into health care plans. Is your company one of those companies who does not provide their employees with the health benefits that they should be entitled too? This is a p. . .
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