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[JonArgraig]

I really don't like having to do this, but I'm thinking I'm going to have to let one of my staff go, shame is that I know he's got a few problems in his personal life and he's really a nice guy.

I've sacked plenty of people in the past & its always been easy as they where often arseholes to boot. but this guy is not a bad bloke, just no good at the job.

I've offered him extra training, he turned it down

I made him take extra training, he was better for a week

I found him a place in a diffrent department, granted it was less wage but it would of been a sercure job as it fitted his skills fine. - He declined

Now its got to the point where we are having to carry him, and I can't cover his cock-ups any more, and the other department has filled there vacancy...


So how would you go about this ? I used to be a ruthless bastweard but this kinda getting to me, I know that once he's out of the building I wont have to see him, but still I feel I could of done more for him,

[Gaffers]

you've done everything you can, he has declined every bit of help you have offered.  Even though he is a nice bloke you need to dislocate yourself and lay the facts out.  Logged dates and times of cock-ups are useful  

Good luck  

[Richie London]

i made my boss sack 2 in 1 night at b and q a couple of months ago, totally useless. it was either me or them, no sympathy for them  

[theolodian]

Make sure that you're covered for the tribunal, it sounds like he just wants the payoff.  As for the rest of it, don't take it personally.  Not worth it.

[Mr Skrunts]

I really don't like having to do this, but I'm thinking I'm going to have to let one of my staff go, shame is that I know he's got a few problems in his personal life and he's really a nice guy.

I've sacked plenty of people in the past & its always been easy as they where often arseholes to boot. but this guy is not a bad bloke, just no good at the job.

I've offered him extra training, he turned it down

I made him take extra training, he was better for a week

I found him a place in a diffrent department, granted it was less wage but it would of been a sercure job as it fitted his skills fine. - He declined

Now its got to the point where we are having to carry him, and I can't cover his cock-ups any more, and the other department has filled there vacancy...


So how would you go about this ? I used to be a ruthless bastweard but this kinda getting to me, I know that once he's out of the building I wont have to see him, but still I feel I could of done more for him,

Hate to say it, but it seems like you have bent over backwards for him.

Either give him a no holes bars bollocking once and for all, or switch off your feelings and do the job knowing you have given him every chance.

If his personal problems are bereavment or relationship failure, then do the former oprtion and tell him to use up some holiday time to sort his head out.

Either way He needs shake up or ship out. :-/

[Golfbuddy]

I've dismissed many people over the years. The thing is, I never, ever feel bad about it. If someone has got to the stage that they warrant dismissal, they have brought it on themselves.

If someone's personal problems are affecting their ability to do their job, they are a liability that threatens the whole team. You only have to ask yourself how their colleagues feel who have to spend their time at work covering up for a substandard performer.

[Lizzie_Zoom]

I really don't like having to do this, but I'm thinking I'm going to have to let one of my staff go, shame is that I know he's got a few problems in his personal life and he's really a nice guy.

I've sacked plenty of people in the past & its always been easy as they where often arseholes to boot. but this guy is not a bad bloke, just no good at the job.

I've offered him extra training, he turned it down

I made him take extra training, he was better for a week

I found him a place in a diffrent department, granted it was less wage but it would of been a sercure job as it fitted his skills fine. - He declined

Now its got to the point where we are having to carry him, and I can't cover his cock-ups any more, and the other department has filled there vacancy...


So how would you go about this ? I used to be a ruthless bastweard but this kinda getting to me, I know that once he's out of the building I wont have to see him, but still I feel I could of done more for him,

In my time as a senior manager, with 3,500 staff under my control I had to make many unpleasant decisions for the sake of the company, my division, my staff and also for the sake of mine own career!  I lost count how many had to depart from the companies employment by way of my action.

You have done everything you can it would seem to try and rescue this guy from his doom.  It is commendable that you have tried the retraining approach which was always my favoured option, unless it was a question of integrity and I had to sack many for that including another field manager!

However, now I would suggest you fully implement, or finalize if that is applicable, your companies disciplinary proceedure.  This must be followed by the book, and if the employee does not finally respond to this he will have to have his employment terminated.  It is vital of course that throught this process you are not the person who act as judge, jury and executioner.  I do not know how big or small your company is, but it is important other, different, managers are used throughout each stage of the disciplinary process, and the employee is given every opportunity to ammend their ways.  By the sounds of it this has already started to happen. 8-) 8-)

If you follow these vital rules, if the case end up in front of an industrial tribunal your decisions to dismiss should be upheld.  I had to attend personally in excess of seven in my time as ex-employees appealed against my decisions, and not one case was successful.

One things for sure in management today you cannot afford to take the soft option ever, if you value your team's viability and your own career.  You have to take the correct legal action as soon as possible.

[JonArgraig]

Make sure that you're covered for the tribunal, it sounds like he just wants the payoff.  As for the rest of it, don't take it personally.  Not worth it.

Agency staff... No rights with us, it's up to his company to re job him.

[Golfbuddy]

Make sure that you're covered for the tribunal, it sounds like he just wants the payoff.  As for the rest of it, don't take it personally.  Not worth it.

Agency staff... No rights with us, it's up to his company to re job him.

I would seriously check your facts on that one.  

[JonArgraig]

In my time as a senior manager, with 3,500 staff under my control I had to make many unpleasant decisions for the sake of the company, my division, my staff and also for the sake of mine own career!  I lost count how many had to depart from the companies employment by way of my action.

You have done everything you can it would seem to try and rescue this guy from his doom.  It is commendable that you have tried the retraining approach which was always my favoured option, unless it was a question of integrity and I had to sack many for that including another field manager!

However. now I would suggest you fully implement, or finalize if that is applicable, your companies disciplinary proceedure.  This must be followed by the book, and if the employee does not finally respond to this he will have to have his emploment terminated.  It is vital of course that throught this process you are not the person who act as judge, jury and executioner.  I do not know how big or small your company is, but it is important other, different, managers are used throughout each stage of the disciplinary process, and the employee is given every opportunity to ammend their ways.  By the sounds of it this has already started to happen. 8-) 8-)

If you follow these vital rules, if the case end up in front of an industrial tribunal your decisions to dismiss should be upheld.  I had to attend personally in excess of seven in my time as ex-employees appealed against my decisions, and not one case was successful.

One things for sure in management today you cannot afford to take the soft option ever, if you value your team's viability and your own career.  You have to take the correct legal action as soon as possible.

massive reach, medium sized staff - but mostly unheard of... I would guess most of us have our software in your home and don't know about  

[Lizzie_Zoom]

Make sure that you're covered for the tribunal, it sounds like he just wants the payoff.  As for the rest of it, don't take it personally.  Not worth it.

Agency staff... No rights with us, it's up to his company to re job him.

Agency staff I believe have employment protection, so be careful!

[JonArgraig]

Make sure that you're covered for the tribunal, it sounds like he just wants the payoff.  As for the rest of it, don't take it personally.  Not worth it.

Agency staff... No rights with us, it's up to his company to re job him.

I would seriously check your facts on that one.  

Already called them...

besides, he's not been with us very long at all

[Bandit127]

The following assumes that you don't have a written disciplinary procedure... If you do, invoke it and follow it.

What you seemingly haven't done is sat him down for a formal chat and told him that if he doesn't shape up he may be shipped out. Tell him, in detail, what is expected and how he comes up short. And what the consequences MAY BE if he doesn't. Be prepared to explain how to get from B to A and entertain his request for support to do so if it is practical and fits in with business needs.

This is a formal chat and documented, copy in his record.

Give him a reasonable amount of time to shape up. This could be a week in a small, agile business to a couple of months in a bigger business.

If he hasn't changed his ways after this time, go straight for a final written warning. Make the consequences of his failure to adapt very clear. The warning stands for the same amount of time as the chat did.

If he still doesn't shape up, give him his concractural notice. Again, face to face and documented. You can send him home immediately (with time to collect belongings under supervision) but you must pay the notice.

Don't feel sorry for him.

Process him.

 

P.S. This may seem a bit tough to a lot of you, but most of you know just one or two people where you work that if they weren't there your workplace and the health of the business you work in would be greatly improved.

[Golfbuddy]

Alternatively, tell everyone in the office to point and laugh everytime he walks through the door. He'll soon get the message and leave.

HTH  

[JonArgraig]

The following assumes that you don't have a written disciplinary procedure... If you do, invoke it and follow it.

What you seemingly haven't done is sat him down for a formal chat and told him that if he doesn't shape up he may be shipped out. Tell him, in detail, what is expected and how he comes up short. And what the consequences MAY BE if he doesn't. Be prepared to explain how to get from B to A and entertain his request for support to do so if it is practical and fits in with business needs.

This is a formal chat and documented, copy in his record.

Give him a reasonable amount of time to shape up. This could be a week in a small, agile business to a couple of months in a bigger business.

If he hasn't changed his ways after this time, go straight for a final written warning. Make the consequences of his failure to adapt very clear. The warning stands for the same amount of time as the chat did.

If he still doesn't shape up, give him his concractural notice. Again, face to face and documented. You can send him home immediately (with time to collect belongings under supervision) but you must pay the notice.

Don't feel sorry for him.

Process him.

 

P.S. This may seem a bit tough to a lot of you, but most of you know just one or two people where you work that if they weren't there your workplace and the health of the business you work in would be greatly improved.

He's had the chat,

My self and the HR Rep sat him down and made it clear he had to step up his game or take the other job, failing that it was good night vienna.

He was placed on a 2 week review to step up, and it ends on Tuesday.

Oh well he's going one way or another. still feel a arse about it though - maybe I should of not made it a option moving to another department and just sent him.


Thanks for the imput guys