THE TEN COMMANDMENTS OF THE DISMISSAL
In an ideal world, everyone would live happily at work and you would never fire anyone.But we don´t live in an ideal world - you must fire and that will never be an easy task. It is quite possible, however, to avoid serious errors when you are firing someone - and, make sure , that the end of a problem does not mean the beginning of a lot of others. Below, based on a text of Harvard Management Letter communication, there are Ten Commandments that can help you:
- Do not dismiss the person, but the performance she is getting.
* When firing someone, focus on the person's work. The person should be fired for what they do, not for who they are.
- You will not pretend that the dismissal is something different of a dismissal.
* You can and should offer to the person all the palliative materials possible, but do not try to say that the demission “is not that bad." Admit, honestly, that your decision will cause pain and anguish.
- Do not allow that in the conversation in which the person is fired is the first time they heard that their work is bad.
* Managing people requires carefully following their performances, making criticisms and pointing errors when necessary. Be realistic in evaluating your subordinates all the time - and not only when you are firing them.
- Should keep registers about the performance of the person.
* At time of the demission, it´s really important to have concrete and clear facts registered about the performance of the person, explaining them the reasons of the decision.
- Do not fire on Fridays or on Christmas eve, or in the day that the person is leaving on vacation, or it will be a quick conversation.
* It is useless extend, with rodeos and complicated explanations, a difficult time. Let the employee resigned start dealing with their new reality as soon as possible.
- Do not fire someone because you like more of another person.
* Who does not know a boss that takes advantage of the“firing time “to solve personal problems of the past? You must overcome this temptation.
- Do not use hearsay or rumors as evidence against the person.
* It is common people being fired because there is a "negative consensus" against them in the team. Use your own thoughts to fire- and not the gossips that you hear.
- Do not disguise a demission as the result of reengineering, new plans etc…
* Many managers use this kind of trick to escape from personal responsibility they have in the demission. Tell the person honestly the real reasons for your decision - only then they will have a chance to correct their mistakes and professionals failures.
- Before firing someone, ask yourself: could I have done something to prevent this?
* Many times the demission represents a fail not of the employee, but of the boss. Spend some time thinking about it honestly - before firing someone.
(SOURCE: Você S.A) |
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