| It takes a great deal of self-discipline
| |
| | been the wrong message and undermined my
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| and integrity to fire a relative or close
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| | efforts to create the most productive
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| friend of your own, or your boss. I fired
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| | employees possible.
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| the son of a station manager and the
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| | Firing should never become personal. If
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| stepdaughter of my own boss. This didn't
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| | someone fails to fulfill his or her
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| make us better friends, but it was
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| | required duties, he or she deserves
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| necessary. The other workers respected my
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| | termination. They did it, not you. Done
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| commitment to hiring and keeping the best
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| | properly, the firing shouldn't come as a
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| workers, and not just those I felt
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| | surprise to any employee. If you've done
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| obligated to.
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| | your job well, he or she knows what your
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| Firing someone is one of the most
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| | expectations are and what they need to do
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| difficult tasks a manager has to do. The
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| | to stay employed. They should get proper
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| first time I fired someone I felt as if I
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| | training as needed and periodic reviews.
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| was taking everything from him, even
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| | If they are receiving reviews that let
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| though it was his attendance and work
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| | them know they are failing portions of
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| habits that were the true reasons.
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| | their job, then continue to do so it
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| Although he was just a temporary worker,
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| | shouldn't be a surprise to them to be let
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| there were so few jobs available in the
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| | go. The truth is they are not the right
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| area that I felt wrong. It was my
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| | fit, and you're doing both of you a favor
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| responsibility to fire him because he was
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| | by getting rid of them.
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| not filling the requirements of his
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| | Note: don't say anything positive about
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| position. If you are going to have a
| |
| | the employee when you're firing him or
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| productive, healthy work environment, you
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| | her, as it will increase your chance of a
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| have to be careful whom you hire, keep,
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| | lawsuit and losing the suit.
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| and fire. Keeping this man would have
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| |
|
