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KEEP WRITTEN RECORDS: “Document !Document! Document!” Keep a record of periodic performance reviews, incidents of unsatisfactory performance, conferences where warnings are administered or terminations are announced. Issue warnings and terminations in writing as well as verbally. When dealing with a particularly unstable or vindictive employee, request that the employee sign a written summary of a warning or termination conference to attest to the fact that the summary is accurate (not that they necessarily agree with it). DOCUMENTATION SERVES TWO PURPOSES: First, it insures that the message has been conveyed. All people’s memories of conversations are distorted by emotions and expectations. So it is quite likely that an employee coming out of an emotional warning conference will have a faulty memory of the specifics, unless the memory is aided by a written summary. Second, documentation provides insurance for post-termination confrontations. If the employee challenges a firing, either before an owner, a board, or an unemployment claims officer, claiming that adequate warning was not given or that the firing was groundless, a written record of the entire process should provide sufficient evidence to counter these claims. KEEP EMPLOYEES INFORMED: A means of avoiding potential confrontation is for the manager is to keep his boss up-to-date on the situation. For a manager who is also the owner of the business, of course, there is no one else to turn to. However, if the executive director answers to a board, owner, or sponsoring group, the appropriate party should be consulted as soon as the possibility of a termination arises. The privacy of the employee must be respected, so prior consultations should be made in confidence. One executive director kept the board’s chairperson advised, rather than discussing the situation with the full board. When the terminated employee appealed to the board, the chairperson was able to verify the director’s account of the process. SUGARCOATING A WARNING: Since warning conferences can become quite emotional, key messages sometimes fail to get communicated. Sometimes managers and directors try too hard to cushion the blow by sugarcoating the warning. In one instance a manager went to such lengths emphasizing the employee’s strong points in addition to the problem areas that the employee left the meeting unaware that he was close to being fired. A second message is often necessary clearly outlining the specific steps the employee needs to take to meet the manager’s expectations. To avoid miscommunication, have the employee state his interpretation of the manager’s message to be sure he has an accurate understanding of it. Disney Vacation And Savings Travel Guide. - Ex-Disney Employee Reveals Insider Secrets. Beat BetonMarkets 2005. - Learn to become a winning trader starting with a small account at BetonMarkets.com. By Andrew Kasch. Affiliates make 40% Last March, my colleague Damir and I spent 5 weeks traveling across Canada on the Align IT Tour, talking to IT managers about business productivity and why IT needs to be strategic when building this into their infrastructure. We were joined in each city by a panel of local Microsoft partners and experts on implementing solutions geared to making businesses more productive, whether it be better collaboration, more accessible business intelligence or easier document management. This episode is the third of a 4 part series where I speak to Greg Larnder from Compugen, Richard Carson from Concept Inc., and Shannon Ryan from non-linear creations in Markham and David Wood from Imaginet in Winnipeg to gain their insights. Additional resources:
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The Align IT program is dedicated to keeping IT leaders informed about what really matters in business and technology. We do that through in-person events, web casts, our blog and of course, this podcast series. You can find more information about the Align IT program at www.microsoft.ca/alignit. Comments, suggestions and ideas for future topics can be left below as a comment or emailed directly to the Align IT program feedback alias at alignit@microsoft.com. You can also reach us on our toll free comment line at 1-800-693-3827. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
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