It's a topic of perennial interest to our readers and, really, of managers everywhere: When and how do I go about terminating someone? How do I know I'm doing the right thing? And how do I deal with the problems that arise when someone gets fired?
There's no question that termination is perhaps the most challenging responsibility of being a manager. But it's also one of the key tests of your managerial ability—and when it becomes necessary, it's because it's a way to improve your team's performance going forward. Here's a primer on what you need to know:
You're not the only one who finds it difficult. It's not just that firing someone makes managers feel guilty and heartless. Terminating employees is a complicated task regardless of how certain you are that it's the right thing to do. The potential legal consequences put managers and their enterprises at seemingly greater risk every day. As a result, many managers are afra...(register to read more)
- How to Fire an Employee the Legal Way: 6 Termination Guidelines
- Managers may be personally liable under old bias law
- Conducting a RIF? Use diplomatic language
- OK to treat similar rule violations differently--as long as you document your rationale
- Proven way to win shaky bias suits: Be specific about reasons for discharge