Dear all,
I am working as an HR in a company. Me and one of my colleagues interviewed and selected a candidate for HR executive post. But her on the job performance is not satisfactory and moreover she behaves in a very un-professional way, and general etiquettes are missing. In her appointment letter I had not included the clause that she will be on probation period for this much time or something like that. Now please assist me how can I terminate her and on what grounds.
Waiting for a quick response.
Regards,
Sonia
From India, Gurgaon
I am working as an HR in a company. Me and one of my colleagues interviewed and selected a candidate for HR executive post. But her on the job performance is not satisfactory and moreover she behaves in a very un-professional way, and general etiquettes are missing. In her appointment letter I had not included the clause that she will be on probation period for this much time or something like that. Now please assist me how can I terminate her and on what grounds.
Waiting for a quick response.
Regards,
Sonia
From India, Gurgaon
Dear Sonia,
First of all i wold like to say that since you are hiring employees in your organization, you need to also check that whether that employee will be best fit in your organization in terms of nature and behavior....
Since you had recruited an HR - Executive in your organization and you have facing problems with her behavior and unprofessionalism, I suggest you two options:
1. You need to give her time to show her productivity as she needs to understand the processes and systems. so you cannot terminate her on the basis of performance.
2. Also, if she has good HR skills but she will take time to adjust, you can warn her of her behavior and after repetition of such behavior after warning you can terminate her or you can ask her to resign...
But make sure that you don't terminate an employee just because of ego or job profile because it may lead to loss of talent from the organization.
I finally suggest that you should think over your decision and talk to her personally or counsel her....
From India, Mumbai
393First of all i wold like to say that since you are hiring employees in your organization, you need to also check that whether that employee will be best fit in your organization in terms of nature and behavior....
Since you had recruited an HR - Executive in your organization and you have facing problems with her behavior and unprofessionalism, I suggest you two options:
1. You need to give her time to show her productivity as she needs to understand the processes and systems. so you cannot terminate her on the basis of performance.
2. Also, if she has good HR skills but she will take time to adjust, you can warn her of her behavior and after repetition of such behavior after warning you can terminate her or you can ask her to resign...
But make sure that you don't terminate an employee just because of ego or job profile because it may lead to loss of talent from the organization.
I finally suggest that you should think over your decision and talk to her personally or counsel her....
From India, Mumbai
Dear Ankit,
Thanks for early response.
But what about her eating and sitting etiquettes. I cannot pin point ecah and every thing. when she attended the interview everything was ok but i dont know what is the problem now.
still if i want her to terminate then on what grounds i can do the same.
Regards,
Sonia
From India, Gurgaon
Thanks for early response.
But what about her eating and sitting etiquettes. I cannot pin point ecah and every thing. when she attended the interview everything was ok but i dont know what is the problem now.
still if i want her to terminate then on what grounds i can do the same.
Regards,
Sonia
From India, Gurgaon
Dear All, i want to add some thing as below
1- Go for a training and train him how to do his job and how to be fit in his job
2- set some goals for him
3- talk with senior
4- Go for extra assistance with him
Remember the last stage is termination not the first stage
From Singapore, Singapore
1- Go for a training and train him how to do his job and how to be fit in his job
2- set some goals for him
3- talk with senior
4- Go for extra assistance with him
Remember the last stage is termination not the first stage
From Singapore, Singapore
Dear Sonia,
I am putting up completely another viewpoint at all.
When you select the candidate, you should be cautious. Within months you may terminate, however, what is the point in ruining someone's career like this? Now you say that:
a) Her job performance is not satisfactory
b) she behaves in a very un-professional way
c) general etiquettes are missing.
d) Her sitting and eating habits are bad
Who were involved in the selection of this candidate? How come all these points were missed during interview? How many rounds of interviews had taken place and what questions were asked in the interview? Whoever were involved in the recruitment, they all are responsible for selecting the wrong candidate and causing loss to the company.
You can terminate her on the ground of performance however, give her time to improve her performance. Accumulate the evidence of poor performance and later terminate him.
Ok...
DVD
From India, Bangalore
I am putting up completely another viewpoint at all.
When you select the candidate, you should be cautious. Within months you may terminate, however, what is the point in ruining someone's career like this? Now you say that:
a) Her job performance is not satisfactory
b) she behaves in a very un-professional way
c) general etiquettes are missing.
d) Her sitting and eating habits are bad
Who were involved in the selection of this candidate? How come all these points were missed during interview? How many rounds of interviews had taken place and what questions were asked in the interview? Whoever were involved in the recruitment, they all are responsible for selecting the wrong candidate and causing loss to the company.
You can terminate her on the ground of performance however, give her time to improve her performance. Accumulate the evidence of poor performance and later terminate him.
Ok...
DVD
From India, Bangalore
give her a written warning 1st through email where you put cc to the management.
Pressurize her with more work, where see that she should commit mistakes. First two times show her and correct it again pressurize her with work.
Work pressure should be more so that, she starts arguing with management and that you can stretch and make it an issue and there instantly terminate the employee on disciplinary grounds.
Management is not running a charity , after all there is expenditure attached with each employee.
Fire her, else you would be responsible to answer management.
From India, Mumbai
Pressurize her with more work, where see that she should commit mistakes. First two times show her and correct it again pressurize her with work.
Work pressure should be more so that, she starts arguing with management and that you can stretch and make it an issue and there instantly terminate the employee on disciplinary grounds.
Management is not running a charity , after all there is expenditure attached with each employee.
Fire her, else you would be responsible to answer management.
From India, Mumbai
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I thank Ankit, Nejati80 and DVD for positive solutions and this is the best solutions.
Your second message on the board made me to write the following para. The para has been taken from famous "KABIR DOHA" and this is not to hurt any one and I extend my apology in advance in any case this goes negative in understanding.
Read the following, analyse it and find the solution:
Analyse our perception behavior and tendencies. It has been invariably noticed that we tend to find fault with someone else for our situations and circumstances. Our "I", the ego, always tries to put blame on others. Non-awareness of our own self is the cause of this attitude. Resultantly, we find ourselves being busy in criticizing and condemning others and conveniently term them as non professional attitude.
instead of finding fault and maligning others, dive deep into your own-self. Amazingly, an honest introspection will reveal that all fault lies with "me" and "my" own perceptions and attitudes. If there is any evil or crookedness, it is in "me". Correcting this and opting for a loving and compassionate attitude will change one's perceptions and the world will appear wonderful all over again.
Regards
Manjay
[/COLOR]
From India, Mumbai
I thank Ankit, Nejati80 and DVD for positive solutions and this is the best solutions.
Your second message on the board made me to write the following para. The para has been taken from famous "KABIR DOHA" and this is not to hurt any one and I extend my apology in advance in any case this goes negative in understanding.
Read the following, analyse it and find the solution:
Analyse our perception behavior and tendencies. It has been invariably noticed that we tend to find fault with someone else for our situations and circumstances. Our "I", the ego, always tries to put blame on others. Non-awareness of our own self is the cause of this attitude. Resultantly, we find ourselves being busy in criticizing and condemning others and conveniently term them as non professional attitude.
instead of finding fault and maligning others, dive deep into your own-self. Amazingly, an honest introspection will reveal that all fault lies with "me" and "my" own perceptions and attitudes. If there is any evil or crookedness, it is in "me". Correcting this and opting for a loving and compassionate attitude will change one's perceptions and the world will appear wonderful all over again.
Regards
Manjay
[/COLOR]
From India, Mumbai
Dear Sonia,
As per all the comments it’s better to be frank with the employee and in a meeting discuss everything with him or her instead of putting him or her under pressure and make the environment in a such a way that he resign since this issue can offer you a sue in court its better to discuss with management and ask them for the help, remember no one is perfect and sometime our perception is not what every the realities are so as per my suggestion in above comment talk and try each and every solution and note it that the last solution is termination not the first one
So in case of any problem and more support you can contact with me as
and nejati80@skype
From Singapore, Singapore
As per all the comments it’s better to be frank with the employee and in a meeting discuss everything with him or her instead of putting him or her under pressure and make the environment in a such a way that he resign since this issue can offer you a sue in court its better to discuss with management and ask them for the help, remember no one is perfect and sometime our perception is not what every the realities are so as per my suggestion in above comment talk and try each and every solution and note it that the last solution is termination not the first one
So in case of any problem and more support you can contact with me as
From Singapore, Singapore
You don't need to look for "EXCUSES" to terminate this colleague of yours. Non-Performance, Insubordination and Hostile Workplace Attitude are good enough reasons to terminate the employee. However, you need to build a case to substantiate your by listing incidences in each of the above mentioned behaviors. You may like to give some time to this colleague of yours and in that case, you can issue him/her a "Performance Improvement Plan (PIP)".
From India, Mumbai
From India, Mumbai
Hi,
first of all i am agree with Mr. Divakar he rise an excellent point that recruitment and initial screening is wrong. Being a HR when you plan for recruitment, this process should secure 50% of retention and other 50% is depend on your package , environment. etc.
Now since you have recruited candidate you must have seen something positive in her, may be subject knowledge. Now issues you are talking about are related to soft skills which can be trained. And the problem of job performance can be solved through constant preaching for few days, keep a accute watch on every day improvement if you find good improvement , and quick learning than try to retain her otherwise terminate.
This an lesson to every one of us to recruit consciously.
From India, Ahmadabad
first of all i am agree with Mr. Divakar he rise an excellent point that recruitment and initial screening is wrong. Being a HR when you plan for recruitment, this process should secure 50% of retention and other 50% is depend on your package , environment. etc.
Now since you have recruited candidate you must have seen something positive in her, may be subject knowledge. Now issues you are talking about are related to soft skills which can be trained. And the problem of job performance can be solved through constant preaching for few days, keep a accute watch on every day improvement if you find good improvement , and quick learning than try to retain her otherwise terminate.
This an lesson to every one of us to recruit consciously.
From India, Ahmadabad
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