November 1, 2012

Cover Story

Taking the Leadership Reins

Let’s face it—when you create a concept, work to perfect it, f...Read More

Featured Articles

Entrepreneurs

Sustainable Business Awards

Sections

Features
Best of Business 2012

Focus
Ready for Takeoff

Special Report
Energy Development in the Uintah Basin

Editor's Note
Small Ideas Can Lead to Big Change

Legal Briefs
Crowd Control

Money Talk
Build Your Wealth

Economic Insight
A Time of Thanksgiving

Lessons Learned
Ready to Roll

TechKnowledge
There’s an App for That

EntrepreneurEdge
Letting Go

Business Trends
Bank Balance

Living Well
Lead by Example

Around Utah
Around Utah

Spotlight
Sabrina Stover: Instilling a Culture of Recognition and Reward

Spotlight
Roger Andrus: Helping Utah Businesses Find Their Niche

Players
Players

Article

Letting Go

Practical Advice for Disciplining and Firing Employees

Heather Stewart

November 1, 2012

Firing an employee can be one of the most difficult tasks for entrepreneurs and managers. Not only is a termination fraught with emotion—pity, anger, frustration, sorrow—but the entrepreneur is left with a lurking fear: Am I doing this right? Am I opening the company up to a legal challenge? Have I done everything I could to alter the outcome of this situation?        

Michael Patrick O’Brien, leader of the employment law practice group at Jones Waldo, has some useful advice for handling the delicate task of disciplining and, when necessary, firing employees for poor performance.

1. Start from day one.
“The ideal termination starts the day you hire someone,” says O’Brien. At this point, the new employee should be given a written job description that clearly states the job duties and performance expectations.

2. Touch base often.
Managers should provide regular oversight, training and coaching. By checking in frequently, managers can assess job performance on a continual basis and, hopefully, nip problems in the bud.

3.Conduct annual reviews.
O’Brien says the annual review is a “critical tool” in human resource management. “It’s hard for someone to know how to improve their work if they don’t get any feedback,” he says. The review should include an honest assessment of the employee’s job performance and, if needed, set specific goals for improvement.

4. Address problems immediately.
Resist the urge to avoid dealing with the situation. “If you don’t get involved and work with them, it’s just going to get worse,” says O’Brien. Additional coaching may be the answer—although disciplinary action may be necessary as well. Document all discussions you have with the employee regarding the problem.

5. Escalate the discipline.
If job performance does not improve or serious problems persist, step up the disciplinary measures. These might include written warnings or probation. Again, document the problem, the disciplinary measures taken and the benchmarks for improvement. Continue providing any training or coaching that may help the employee meet expectations.

6. Issue a final warning.
O’Brien says the final written warning should recap the situation, document the steps already taken to address it, lay out a process and timetable for fixing problems and clearly state the consequence of failure to do so—termination of employment.

7. Fire the employee.
If there are further problems or serious mistakes, or the final warning expires without the required performance improvement, it is time to discharge the employee. O’Brien advises managers to make sure there is a definite trigger that leads to termination—not just a vague assertion that the employee has a bad attitude or doesn’t fit in. “Lawsuits often thrive where there are these subjective judgments,” he says. The documentation you have created throughout the process should make it clear that you acted fairly and made every attempt to help the employee improve his or her job performance.

8. Document the termination.
“Document the entire situation,” says O’Brien. Create a discharge letter that briefly and clearly summarizes the steps that led to termination.

Utah Business Social
UB Events View All
CEO of the YearUtah Business Event
Mar 20, 2015
Utah Business Magazine and Presenting Sponsors - Holland & Hart and Newmark Grubb ACRES - are pro...
Job Summit 2015Utah Business Event
Apr 10, 2015
Position your company as a Premier Employer in today's competitive job market! Utah Business maga...
30 Women to WatchUtah Business Event
May 21, 2015
Utah Business magazine and Snell and Wilmer are proud to announce the 18th annual 30 Women To Wat...
Community Events View All
Advance Your HR Career by Building Credibility, Trust, and Professionalism
Mar 3, 2015
Even if you know your craft, do you know how to improve others’ perception of your ability and pr...
CEH - Certified Ethical Hacker
Mar 3, 2015
Learn to hack like a pro, while pleasing the boss! The ethical hacker is usually a trusted employ...

info@utahbusiness.com  |  90 South 400 West, Ste 650 Salt Lake City, Utah 84101   |  (801) 568-0114

Advertise with Utah Business

Submit an Event

* indicates required information
* Event Name:
Price (general):
Website (if applicable):
Coordinator's Name:
Coordinator's Email:
Coordinator's Phone:
Venue Name:
Venue Address:
Venue City:
Venue Zip:
Event Capacity:
Date(s):
to
* Event Description:
  Cancel