Sense and Sensibility: In case of termination

Non performance, disciplinary issues, company in loss, behavioral issues or just ‘want to get rid of someone’…terminating employees has become a trend in the companies, as the patience level goes down, the rate of termination goes high. And sometimes, no matter how afraid we get of  terminating an employee, even when it is an absolute requirement, we pass the buck by saying lets give them a chance…but understanding when and where to give a fair chance is a complicated method, although we all work on our instincts, still it is a matter of someone’s career or may be their bread and butter….Hence why not think before we take such a step, here is a write up to work on our sense and sensibilities to guide Our Gen next to empathize with their employees, where and how.

There was a case I came across few days back, that one of the senior level employees had been accused of sexual harassment by female employees, and still the company did not take any action and just let him go with a warning and counseling, no inquiries initiated, no written explanation…And what will be the position of those female employees now…no one considered that.

Generally with sexual harassment the standard is if you know or have known that the conduct was occurring, you need to take immediate and appropriate corrective action to make it stop. Even termination of the employee can be considered if the proper process is being followed, as mentioned in the law and company policy.

A lot of times we have seen Managers bury their actions as they are scared of legal complications, massive settlements, or claims of wrongful termination and yes, why not if you are not properly prepared and not thinking smartly, you have all the reasons to be scared.

What makes sense??

Company policy on Termination: A clear cut, well defined policy speaks louder than any claim that an employee makes, a Smart HR professional is always proactive in designing the policies and procedures in order to avoid getting in to such law suits or other complications. If there are any amendments, make sure to announce and update, a slight mistake can cause several millions to the company.

The procedure Implementation: No matter how small or big the mistake is, in case of any kind of misconduct, the entire procedure needs to be followed in a proper manner with documentation as and when required. I know of an instance, where one female member was asked to leave on disciplinary grounds as she was caught stealing something, the Manager let her go after a warning (verbal), and then after a few days she accused the same manager of harassing her. Ground realities stood different from what's hypothetically correct, hence procedures, SOPs should be created with utmost viability of implementation.

Maintain consistency: Same misconduct, similar issues and if earlier you bid good bye to one of the employees, then for the next one also you have to do the same. As a general rule, an employer’s response to a particular problem should be consistent with its policies and responses to prior, comparable situations. Bias, opinions and judgments always create an un-proportionate hatred in the organization and then the wrong message follows and it creates an unhealthy grapevine. Hence it becomes empirical to standardize the level of punishments and reprisals especially when the nature of problem is the same.

Do not postpone the decision: Once the enquiry is over, and the process is at the finishing stage, it is advisable to take the decision of termination at the earliest; prolonging it may unnecessary cause trouble and give birth to rumor mongers in the company. Such rumors can play havoc and the situation could go out of hand. The rumor mill then creates many such questions which can easily be avoided if handled at the right stage.

Alacrity in valediction: Do not rush; do not jump to conclusion, just flow with the stride and let the gust settle, once things are clearer and cleaner then decide what is appropriate. Sometimes no matter how much we avoid, and demand a resignation instead of termination, I feel teaching a lesson to some becomes pragmatic. Although there are no guarantees, that the lessons are learnt with such actions, still we can always create an example for the others to not follow the same path of destruction.

Pay Severance if promised: If the word severance is mentioned in any policy and document, pay it up; because taking chances with “the woebegone employees” often results in uncalled legal tensions, when they could be evaded with elegance. What should be done is paying those employees their one or two month salary rather than redundant trips to courts which waste time.

Sensibility makes sense when we create proper measures to handle our most important assets- human resource. They need to be sent off with dignity unless of course it is not at all important. The sensibilities once shown will always be remembered by people deep down and companies will be respected for that.

So, give them a chance if you can, or show them the golden gate from where they entered the mansion of their dreams – their workplace, if they can't respect it they cannot breathe inside it…

Ciao…….

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To be or not to be?

Quoting these lines from the famous play, Hamlet written by the great playwright William Shakespeare, the question asked by Hamlet in the scene where he is contemplating suicide, ‘To be, or not to be: which means – is it better to live or die.

Hamlet’s phrase is certainly the most famous judgment on the fear of the unknown. The fear of what will happen the next day or in the future. We all come across such fears, on the job-you are fearful of retrenchment. When you greet your boss in the morning, and suddenly your boss looks away, what do you think? Your timorous imagination will tell you that your boss is thinking of retrenching you. Poor you, he may in fact be just getting some papers from the photo copier, but our qualms of unknown makes us so vulnerable to think in a negative mode.

In the professional world, the dilemma of to be or not to be must have been faced by many of us, no no…not in the sense of suicidal death, but whether to do something or not. One such common example could be during Exit interviews or while giving a resignation.

Double Trouble:

Facing a snag from a bad boss, to no hike in the salary, trouble can be of many types, though I’m of the opinion that a bird at hand is worth a dozen in the bush. Spread your wings, and begin to see yourself soar high. Though you may not find fulfillment in your present job but are you sure you will find it in your future job? What is the motive behind your reasoning?

Before going for other opportunities ask yourself factual questions: What is the motive behind your plan: is it for the money or for growth? If it’s the money, then there is a problem but if it is about growth/career then you are building a foundation, Career building is like a pyramid which might take time but the outcome is as beautiful as the Pyramids of Egypt.

Leaving a company where you have poured in many great years of learning and making mistakes, the comfort level with fellow team members may not be there (it’s just a matter of few days) and once you get acquainted with the system and culture it will welcome you with open arms.

Quandary of emotions:

Will you get a promotion or not is another such example with ingredients of fear and predicament. Why worry dear friends when the efforts are being made, each step taken with utmost care and hard work, why lose sleep over such a trivial issue, yes, your future may be dependent on this promotion and growth but what if you don’t get it, will you not flourish? Will you be stuck to your present situation and designation? The answer is in affirmation.

The plight of Bonhomie:

Maternity leaves and benefits also bring lots of confusion, should I tell my boss or wait for a few more months, what would be his/her reaction, will he let me continue or ask me to resign, in fact recently there has been a query related to a similar dilemma. Read this….the plight of a lady…

“I’ve a query regarding maternity benefit. I joined this company in Oct 2010, my probation is over & I’ve received my confirmation letter.
In Feb I told my manager about my pregnancy, but after that his behavior towards me changed, he says that I’m not focused in my work & he wants me to resign. I denied resigning as I said that I’m meeting up my KRA’s & this is not the actual reason.

I know that if I will resign I won’t be eligible for maternity benefit.
Please let me know if he terminates me would I be eligible for maternity benefit or not? Let me know what maternity benefit Act says in this case.”(Sic)

The fun of working in such companies then goes, when you deal with such situations, where after your efforts and performance also. You are being punished for no fault of yours!

And then I have experienced many females who couldn’t fully enjoy their golden period of motherhood.

Bid farewell and spill the beans:

Sitting anxiously for the exit interview, with a tsunami of thoughts, thumping of heartbeats, and mind wondering whether to disclose the agony of ridicule you have faced by the boss/co worker, or may be the environmental issue you have come across, the tyranny of leadership or any such concern.The question is to disclose it or not, as there are chances that the exit will become knotty with such loops that may not untie, also closing all the doors of communication and tryst.

But if you have a conscience why not open up in a positive manner and heave out the long faced anguish, may be the person who will replace you, will relish the autonomy.

There is a fabulous song also,

I’m free from the fear of tomorrow,

I’m free from the guilt of past

Hence just go ahead and deal with the dilemma and be a sport and let Hamlet deal with the quest of – To be or not to be………:)

more at http://www.citeman.com/15832-to-be-or-not-to-be.html#ixzz2VnviMRJ5