Dan Furlan
HR Strategies Inc.
June, 2017
Let’s Talk Business!
 People & technology-the highest business costs
 People-complex to start with, HR management-becoming increasingly
complex, to name a few…
 Employment law changes
 Employee expectations increasing
 Increasingly diverse workforce-generations, genders, ethnicity
HR Target Issues & Ideas
 Orientation & Training
 Supervisory Management & Training
 Performance Management (or Development?)
 Proactive Employee Relations
 It’s all connected!
Your Priorities?
 Results…and…
 Capable, committed Employees,
contributing to the business
 Smooth, productive operations, and, when possible,
 Employees who can take on more
Situation Analysis
 While each sector differs, we see recurring patterns & themes
 Often, however, best practices and solutions are transferrable
 You likely have a number of good practices in place
 Hopefully a few more ideas will arise today
 We can learn from each other-you face many of the same issues
(so let others know where you are having success and how.)
Themes for Today
 Most people (95-97%) want to do a good job
 Treat people well & they will perform well*
 Management must be committed to build commitment & trust
(we do, however, have some stereotypes to overcome)
 Positive systems work. But they need work!
*Most respond well, some won’t or can’t!
Challenges Both Parties Face
Employers
Employees
Increased expectations on
Employers
Increased expectations of
Employers
Competition for top contributors
Constant, ongoing change
Increasing diversity
Lack of clarity of expectations &
behaviours
Rapidly changing Employment
Laws & Regulations
Untrained Managers &
Supervisors
Increased levels of stress*
Increased levels of stress*
Engagement Returns on Investment
Hewitt
If highly engaged
= 19% higher shareholder return
If poorly engaged
= 44% below average
Gallup
If higher engagement
=less decline in Earnings Per Share after
recession
Wharton School
If high Employee
satisfaction
= superior long term results
“In progressive organizations, the need to convince Executives
that engagement is a business driver has evaporated!”
The Key Strategies
Think
Plan
Act
Commitment to Success
Successful Employees = Successful Managers
= Organizational Success
Opportunities for Influence
 Key turning points that make the difference
 Orientation-accelerating learning, engagement & reaching productivity
 Training-acquiring and building knowledge & skills
 Performance Development-enhancing employee contribution to
the organization and their own growth
 Proactive Employee Relations-engaging employees & addressing
issues proactively
A Practical, Systematic Approach
 We have systems & procedures for a reason-They work!
 Complex issues of performance, behaviour & engagement, both
positive & negative) will arise
 Reinvent the wheel can be time consuming &
inconsistent
 Planned, thought out approaches reduce some problems and
allow for more practical resolution of others (and costs less!)
 Well planned approaches guide us in immediate situations
Starting with 1-Orientation
 Your one, primary opportunity to influence the right way
 New Employees are open to ideas, want to please…
 Yet, many employers don’t succeed here, although,
 It’s a high impact and a low cost investment*
 Build the norms and behaviours you want
*How productive are new employees in the first few days?
Key Benefits Here
 Engaging newcomers, lower stress, learn key
norms and expectations
 Accelerating learning & contribution to the organization
 Reducing errors, saving time & simplifying your processes
 Lowering grievances & interventions
 Lowering turnover & increasing organizational stability
 Building effective Supervisor/Employee working relationships
Think-Understand the situation
 What does each party need?
 Newcomers-to fit in, confidence, to learn, to contribute
 Employers-results, such as, prompt, active learning,
acceptance and demonstration of organizational norms
 In short, a contribution to the organization
A Practical Plan-Sequenced Steps
Month 1-Accelerated Learning
More complex tasks assigned
Progress consultations continue
Weeks 1-2-Real Learning Begins
Initial tasks, priorities & key guidelines
Supervisor starts “progress consultations”
Day 1-Basic “Getting Started” Essentials
Acclimatization-Immediate personal needs
Supervisory Manager connection
Payroll-IT-Intros to small group
A few Orientation techniques
 Pre-arrival documents (a short briefing or concise binder)
 An organized welcome & plan for the week, month, etc.
 A sequenced approach- for better learning
 Gradual introductions- discussions with other groups
 Job shadowing, a Buddy System, coffee & lunch partners…
 Company videos (but don’t just leave them on their own)
 Mini-assignments (to aid learning & accountability)
 Orientation checklists-as a guide & for consistency
 Safety Briefing (a recent legal requirement in Manitoba)
Orientation Strategies
 Have a system-simple & consistent for you, reassuring for them
 Be accountable to meet Employees needs
 Hold them to account for learning, self study, getting it right
 Recognize & reward progress, open questioning to learn
 Establish an open, “Just ask me!” relationship. A key step.
Progress Consultations Strategy
 They-need guidance, direction & support….and confidence
 You-need to know they are on track & your coaching target items
 Progress consultations to exchange key information & build a
practical working relationship
Timing & Topics
Weeks 1-4
Weekly-Initially learning the job & each others’ expectations
Month 2
Bi-Weekly-Developing knowledge & skills. Two-way communication.
Month 3
Quarterly-Performance coaching. Two-way communication
Mutual Expectations-Here’s how we do it
Employer Obligations
Employee Obligations
To provide a safe secure workplace
To show up every day, on time.
To provide fair pay & benefits
To do the best job you can.
To provide a clear outline of
responsibilities.
To work well with other people.
To provide direction, guidance &
training
To promptly advise your Manager of
issues or concerns to address
To provide assistance when
problems arise
To try to make improvements
wherever you can.
Training for Results
 Increasingly complex work, updating systems & expertise
 Essential renewal & building additional skills
 Canada has been steadily falling behind in training (for years)
 Growth & development are key attractors for top employees
 Annual development plans can be included in performance
development discussions
Learning Organizations
 Providing an enhanced capacity to learn, adapt & change
 Knowledge management-ability to utilize peoples’ knowledge
 Acquiring and sharing knowledge
 Storing and accessing knowledge
 Unlearning-replacing outdated practices
Training Plan Features
 Needs assessment-assessing known needs or skill gaps to address
 Basic plans for each job, such as,
-local, in-house training on procedures or updates, including safety*
-formal, external training

On-the-job training
-In-house cross-training, job rotation, project or learning assignments,
-procedure updates, problem solving, client surveys, safety sessions
• In-House advantages-training is directly job related, on-site, low cost or
no cost
*e.g.-Mandatory safety training such as WHMIS
Adult Learning Principles
 Participation-Adults like to be involved
 Repetition-not surprising that reinforcement helps
 Relevance-it must be seen as job related
 Transference-we must be able apply the learning to the job
 Feedback-progress feedback or consultations so we can
confirm success or items to focus on
Annual Development Plans
 A positive way to enhance both engagement & capabilities
 A positive, low risk opportunity for collaboration
 Employees should share accountability for learning, however
 Links effectively with ongoing performance development
 Include it in progress discussions to reinforce
actions
Kirkpatrick’s Training Evaluation Levels
 Reaction-were the trainees satisfied?
 Knowledge/Skill-what skills were acquired?
 Behaviour-What changes took place?
 Organizational Results-Over time, are results evident?
 Note-Most organizations only use the first two levels
Increasing Learning Opportunities
 An amazing increase in easily accessible training options
 Internet resources, blogs, web based delivery systems
 On-line webinars & podcasts, computer-based
learning, self-paced learning
 Advantages here are easy availability, individuality (don’t need
a group), low cost, current material, easy storage, etc
Enhancing Capabilities
 Orientation & Training deliver …
 Performance-a direct impact for immediate & longer term results
 Engagement-deepening of confidence & commitment to aid retention
& longer term succession planning
 It’s worth the investment
Leadership-Supervisory Development
 Leadership makes the difference in the work environment
 Leadership sets the tone & reinforces what is expected, what is
acceptable or not.
 The impact on performance & organizational success is huge.
(e.g. causing an estimated 40% of turnover, not to mention stress)
 A “psychological contract” of expectations exists, based on
Employee expectations
 Where Management sets reasonable expectations, and lives up
to them, Employees are expected to live up to theirs
Revisiting Mutual Expectations
Employer Obligations
Employee Obligations
To provide a safe secure workplace
To show up every day, on time.
To provide fair pay & benefits
To do the best job you can.
To provide a clear outline of
responsibilities.
To work well with other people.
To provide direction, guidance &
training
To advise your Manager of issues
promptly
To provide assistance when
problems arise
To try to make improvements
wherever possible.
Supervisory Management Issues
 Promoted for knowledge, skills & motivation, many receive
little training for this most challenging job
 Employee relations may be complex, disruptive, expensive and
leave long lasting consequences
 The job involves legal & policy issues, problem solving,
communication, leadership, building trust, motivation, plus
many more complex and evolving aspects
 Top employers understand & ensure training occurs to both
prepare basic knowledge & adapt to change
Supporting the Front Line
 To lead, Managers need…
 To know their rights & obligations
 Access to effective management techniques, such as
-influencing, collaboration, directing, coaching, delegating,
-employee engagement, managing performance,
-problem solving, intervention skills & balanced decision making
 Organizational support and training on key issues
Management Rights & Obligations
Rights
Obligations
To manage, set policies &
procedures
To keep employees from harm,
including harassment & unfair
treatment
To develop Employee performance
& intervene on inappropriate
behaviour
To work within the law, policies,
collective agreements & other
regulations
To send home Employees who are
impaired, disruptive or a hazard
To be fair and follow commonly
accepted employment practices
To hire and fire Employees
To get the job done properly
.
In general, to manage
A Management Strategy
 Think-What type of organization do you want?*
 Plan-What steps are needed to get you there? What could be done in the
short term, to reach your longer term goal
 Act-Plans are fine, but Employees respond best to ongoing reinforcement of
norms, behaviours & policies
*What performance & behaviours you want to see in your staff?
**E.g. Targeting key skills in new hires, training & teamwork with existing staff
***Lack of follow through is a common pitfall, and, employees notice it
Build Trust & Communication
 We know the Employee/Manager relationship is a key factor
impacting many aspects including these examples
Positives
Negatives
Employee engagement,
Turnover
Performance & success
Stress, Absenteeism, Sick Leave
Higher productivity
Low productivity
 An effective Managers’ strategy is to initially meet often
-Weekly-in weeks 1-4 to coach, guide, support & assess progress
-Bi-Weekly-in months 1-2 to continue cementing a working relationship
-Monthly, then Quarterly-to confirm a partnership & manage performance
A Collaborative Approach
 Employees will be at differing levels of knowledge,
skill & commitment
 You may already be collaborating with some, perhaps at the
Expert level
 The task is to break “Boss” stereotypes to focus on the job &
success of the Employee doing it
 Nervous or uncertain Employees consult & communicate less
 We need their input on what’s working, or not & suggestions
Performance-Situational Analysis
 A high priority on Management surveys
 Linked directly to organizational performance
 Can be an effective process, yet dissatisfaction among both
Managers & Employees is very high
 Similar, recurring issues exist in organizations of all types &
sizes
 Lack of clarity, coaching, feedback & recognition, as well as a
generally negative focus on criticism, not success.
Mixed Messages
 Over 50% of organizations are dissatisfied with their
performance management processes. (2015 Study)
 On line articles consistently criticize traditional practices here
 Yet, 15-20% of management seminar participants say they
actually like the process
 When asked why, comments include, “My Manager…
-shows me what needs to be done and supports me
-coaches me as needed, rather than criticizing
-provides recognition for work well done
-helps me solve problems, but holds me to account for results”
Simplify the Process
Think
Plan
Act
Commitment to Success
Successful Employees = Successful Managers
= Successful Organizations
Strategies for Success
 Think-of the overall situation , results you want &
challenges involved
 Plan-the steps you will take to achieve those results
 Act-follow through on your plans, adapting as needed
Performance Management Issues
 Lack of clear job descriptions
 Lack of clear or realistic performance expectations
 Lack of communication on performance
 Perceptions that evaluations may be biased & unfair
 Managers are seldom trained in this key area
Successful Employers
 Clarify and communicate expectations
 Support Employee performance & success
 Monitor, track & coach performance
 Intervene appropriately when required
Mutual Contributions
 Each party must contribute . What’s your part? Who leads?
Employee
Contribution
-a good effort &
results
-a willingness to
accept feedback
Managers’
Contribution
-leadership & a process
-clarity of expectations
-progress consultations for
recognition, coaching &
feedback
-fair treatment
Assessing Your Teams’ Needs
Just as we change gears for varied client situations, we adapt as
different Employees may need different leadership, such as,
 Basic training-if new, or needing additional training over time
 Coaching-to grow, once they have the basics
 Delegation-where they have earned your trust*
 Support-all need the tools, your back up & access or permission, as required
*The more Experts we can develop and then delegate to, the easier life is.
Two Keys to Performance Success
Clarity
Contact
• Of performance expectations
• A support/development plan
• Meet to plan performance
• Progress consultations
Clarity-of expectations
 What’s the Objective?
-What are the specific results the Employee needs to achieve?
-Have them describe it to you.
 What’s the process?
-How do we meet to set plans, support, monitor & achieve goals. We can
involve more Employees as determined by their expertise.
 How does it happen?
-Each party has obligations to meet, but action plans must
ensure things happen as planned (mutual accountability)
Mutual Performance Obligations
Managers Obligations
Employees Obligations
A clear outline of expectations
Willing to provide a good effort
Training, support & guidance to
succeed
Openness, willingness to accept
feedback
Tools, equipment, data, to do the
job
Efforts to enhance performance,
results
Available to consult on progress,
issues
Let manager know when issues
arise
Fairness & honesty in feedback
Make efforts to improve processes
Contact-Lowering the Barriers
 The more closely we collaborate, the better we understand
each others’ issues, priorities and styles
 The better Employees understand you, the less time is spent
looking over their shoulder & more time focusing on the job
 The investment you make early, enables them to become
more accountable, act independently, and free up your time
 You also learn who needs more direction support or coaching
Contact-Progress Consultations
Planning
Meeting
Set Goals &
Plans
Progress
Consultations
Verify progress.
Recognition, coaching,
support, & adaptations as
needed.
Summary &
Wrap up
Recognition &
Feedback
 Ongoing consultations for support, feedback, coaching, two-
way communication (some consult 3 or more times/year)
 Training/Development occur as part of a plan, not “whenever”
 Employees are coached for continued success or changes
 Adjustments are made during the year as required
Progress Consults & Interventions
Feedback/Coaching
& Recognition
Feedback/Coaching
& Recognition
2-3 Ongoing Progress Consultations
Feedback/Coaching
& Recognition
Intervene
when
needed
The Big Picture
 As Managers, we have control, but need to commit & lead
 Over 90-97% of Employees want to perform well
 We need to be clear on our expectations & reinforce them
 We need to have a simple process in place to do that
 Ongoing Progress Consultations engage Employees, enable us
to track performance and coach or intervene as needed.
Plan-It makes a big difference!
 Specific steps you can take for effective collaboration
 Confirm those steps with employees and what each of you is
accountable for (e.g. ongoing contact, updates, etc)
1-An initial planning & goal setting meeting
2-Planned progress consultations during the year to stay on track
3-Year end wrap up meeting (to summarize items already discussed)
Targeting Solutions
 It’s simpler if mutual expectations, goals, etc, were clear.
 Even if not, get the Employees’ view on the situation to learn if
they understand the problem. (be patient)
 Determine the possible cause before you act
 Consider, can you salvage the situation? Soon? Later? Not
likely?
 What action to take-teach, coach, counsel, warn, or other?
Planning Notes
 The simpler & clearer meetings are, the easier they get
 Postponing planned meetings sends the wrong message
 Frequent “progress consultations” e.g. every 2,3 or 4 months
allows for short, update & feedback sessions,
1-Stay on track, confirming progress* towards goals
2-Recognition & reinforcement of performance you want
3-Early coaching or intervention as required*
*If you see problems, step in, they seldom solve themselves
Performance Partnerships
 Employee accountability increases when they are partners in
“How can we do this job most effectively?”
 They may know most or all of the job well, so should
be encouraged to contribute ideas (less experienced staff, as well)
 As a Manager, you still have the last word, but benefit from their
suggestions and new ideas (“I have my ideas, I want yours too!”)
 When seen as a guide or partner, you also break down
traditional “Boss” barriers & promote open, task focused input
Challenging Situations
 Performance issues can arise for many reasons…
 This can be maddening, so we need to assess the cause. Is it…?
 Can’t do the job-due to training, support needed, capabilities, personal
problems, or other reasons, even if making an effort?
 Won’t do the job-due lack of effort, carelessness, loss of motivation, or
other reasons they may have control.
 Once we calm down, we can focus on how to fix it
When & how to raise issues
 Minor errors & improvements required are part of normal,
ongoing coaching & collaboration. Take them in stride.
 More serious issues need to be discussed, to,
-prevent misunderstanding and re-occurrence
-help you assess how serious is it & action to be taken
-nip problems in the bud so they don’t get worse
 You may need to monitor performance more closely to get it
back on track
 Unless the problem is flagrant, start with joint problem-
solving
Problem Solving Process
While all situations are different
 We need a consistent approach & objective problem solving
 Involve the Employee & learn what happened
 Take a measured, step by step approach, target solutions
 A fair approach, focusing on joint problem solving builds
partnerships and credibility
 If warnings or other actions are needed, decide, don’t react
Problem Solving Process
Issue/Concern Exists
Consult
Your
Resources
Gather Information
Consult The
Employee
Develop Options/
Implement Plan
Monitor & adapt
plan as needed
Follow up to
completion
Problem Solving Notes
 You want the job done properly
 Smart problem solving allows you to target the most effective
solution and decide to move fast or more patiently
 If it’s reassignment, training, support, coaching or other
internal solution you can take that route
 If it’s a behaviour, motivation or other Employee based issue,
now you know and can decide what to do (not react)
Intervention Options
 Teaching, coaching or support in partnership
where the Employee is making efforts
 Counselling or warnings may be needed if poor performance
was a result of carelessness, low motivation or other behaviour
concerns with the Employee
 Performance Improvement Plans-short 2-3 month performance
plans to enable Employees to improve. If not, employment may
be terminated.
 If termination occurs, your documentation is important.
Documentation-Supporting Your Actions
1-Properly record what has occurred, in a timely manner, plus
clear expectations for the future.
2-Demonstrate a fair, equitable, due diligence process, for
example, to senior management, or relevant third parties*
3-In some cases, show the Employee the evidence as to why
action is being taken (Facts matter)
*Employment Standards, Human Rights Commission, grievance or arbitration
hearings, etc
Following Through
 Following through on your plan…
 Ensures things are on track as you wish
 Builds confidence , commitment and motivates Employees
 Simplifies the whole process, reducing stress for all involved
Note-Lack of follow through is one of the most frustrating aspects for
Employees.
Additional Issues
1-If performance issues are not documented the Employers’
position is weakened in dispute situations
(e.g. withholding wage increases, terminations, etc)
2-Where Employee & Manager differ significantly on
performance, a follow up appraisal in 2-3 months
may be wise
3-Performance Improvement Plans are due diligence
Performance Improvement Plans
 An accelerated performance appraisal process
 Over 1-3 months, with weekly, bi-weekly progress/support
meetings
 Manager provides support, Employee must
 meet performance expectations
 If expectations are not met, employment terminates
Employee/Labour Relations
 Tremendous impact on operations, costs & effectiveness
 Whether formal contract or non-union site, Management
leadership sets the tone, confrontational or collaborative
 Employees need to know that all policies, agreements &
understandings will be lived up to (Psychological contract)
 Managers play a key role in delivering the message
 Even if intervention is needed, fair practices are understood
Two Key Aspects
 Proactive/Preventive Strategy-the most practical & effective
-educate all on obligations (when hiring, at orientation, briefing sessions)
-reinforce those norms of behaviour clearly, consistently, tactfully*)
-decreases risk of issues arising or getting out of hand
 Counseling/Discipline-action taken, when required
-principles of common law apply
-provide for Employee rights
-ensure a balanced, fair process
-support problem resolution
*Early coaching & interventions reduce risk. They often don’t occur until too
late
Employee Relations
 Positive effective workplaces
-lower absenteeism, absences, stress issues & turnover, fewer problems
-higher productivity and retention rates
-proper, consistent labour relations (e.g. living up to obligations)
-simply, it’s more efficient, and business results show it
 Leaders/Managers have great impact on employee relations,
which affects everything else!
A Positive Work Environment
Commitment to a strategy of fair, clear & balanced approaches,
where,
 Employees know their rights & obligations
 Proper, fair practices are the norm & lived up to
 “Procedural Justice” ensures problems are addressed properly
 Overall people believe “the right things are being done”
Opportunities for Influence
 Staffing-state your priorities up from & screen for them
 Orientation-”Get em early”, stress key norms & behaviours
 Training-reinforce key norms (communication, collaboration, etc)
 Performance Development- recognize & encourage those key
behaviours, and coach out the problems
 Employee relations & communication- as noted above, reinforce
your norms, and intervene early (tactfully, but don’t postpone issues)
The Outcome
 Positive Standard Operating Procedures” (SOPs) are easier to
enforce & live up to
 Also, you set a consistent tone & approach Employees can work
within. (Adaptability is feasible, but where inconsistency creeps in
Employees know it and it saps commitment.)
 Out of step Employees become more obvious (and often peer
pressure comes into play)
 Managers are in a much better position to act
Issues will arise to be addressed
 Trained, capable Managers prevent or handle issues more
effectively
 They understand their rights & responsibilities, as well as, the
law, collective agreements & commonly accepted practices
 Investigation, understanding the situation
-What happened
-What factors were involved?
 What is the most appropriate approach?
Interventions-Positive Problem Solving
 A positive, unbiased approach starts with information
 Assess how much control the Employee had
 Gain cooperation on a solution if possible
 A key impact is smoother , more effective
issue resolution where Employees have
confidence in a Managers’ fairness
Natural Justice
 Unwritten common law which evolves over time
 Employees have a right
-to be told if there is a problem
-to have a fair, unbiased hearing
-to be able to present their point of view
-of fair treatment & time to improve
-to be advised of consequences of failing to meet
expectations
Counseling/Discipline Steps
 Counseling on issues usually precedes discipline
Verbal
Warnings
Written
Reprimands
Suspensions
Termination
of
Employment
 Judgment is required for fair & appropriate actions
 In serious cases, initial steps may be bypassed
Documenting Discipline
 Essential to have a clear record of actions taken
 Clarifying issues & seriousness of situation
 Demonstrating a fair & proper approach
 Simplify & speed up the process
 Support the Managers’ position if disputes arise
Recommendations
1-When issues arise, draft notes to track events
(don’t rely only on memory, timing & sequence matters)
2-Document discipline discussions promptly &
accurately
-provide Employee with a copy, or,
-a disciplinary memo or letter as fits the situation
3-Ensure details are accurate. Minor discrepancies
harm a case
Recommendations cont’d.
4-Provide Employee with the document to read, and sign as
having “read and received a copy”*
-they keep the original, copy to Personnel file**
*refusal to sign changes nothing. Ask another Manager to witness the refusal
& note it on both documents
**The Personnel file is the formal record
Managers may keep a “working file” for reference purposes
Problem Solving (Same Process)
.
Issue/Concern Exists
Consult
Your
Resources
 Gather Information
Consult
The
Employee
Develop Options/
Implement Plan
Monitor &
adapt plan as
needed
Follow up
to
completion
Recommendations
1-Follow a fair & balanced process
2-Gather as much relevant information as possible
3-Provide Employees a fair opportunity to explain
4-If a union exists, have a Steward or Union Rep present
5-Don’t rush or make snap judgments
6-Assess the Employees’ willingness to improve
Recommendations Cont’d.
7-Consult with your Manager, Peers or others, if needed
8-If possible, gain Employee commitment to improve
9-Consider options to proceed on a realistic plan
10-Meet with the Employee to discuss plan & expectations going
forward
11-Follow through on the plan, adapting as required
-provide feedback & encouragement, or,
-accelerate the process if needed
Termination of Employment
 If necessary, must be handled properly*
 Employers may terminate, but must provide proper notice or
Pay-in-Lieu of Notice
 If no fault of Employee-layoffs, elimination of position
 Just Cause-rare cases, violence or extreme behaviour. Even then
it’s hard to prove or time consuming, even if you win
 Without Just Cause-most common approach
Conducting Terminations
 Plan carefully
-don’t rush, choose proper times
 Respect & Dignity
-it should not be a surprise, support as needed
-mitigate the impact of he Employee wherever possible
 The Meeting
-be clear, but helpful, give them time, but don’t rehash the case
 Follow up
-confirm one contact person for them, encourage call back on questions
-don’t expect a call back soon, but check in if the deadline approaches
Notice/Pay in Lieu (e.g. Manitoba April 1, 2006)
Employment/Service
1-30 days
Notice /Pay in Lieu Required
No notice or pay by either party
31 days-1 year
1 Week
1-3 years
2 Weeks
3-5 years
4 Weeks
5-10 years
6 Weeks
10 years+
8 Weeks
 Legal minimums-most Employers pay more (common law
practice)
Recommendations
1-Plan the process carefully, assessing
-documentation/evidence you have,
-any mitigating circumstances
2-Have termination letter draft & reviewed by a lawyer.
-for standard use
-use a specific letter/agreement if offering additional payments
3-Ensure all system access, passwords, confidential
information is gathered up prior to acting
Recommendations
4-Provide the Employee with termination letter & agreement
(Signed agreement usually due back in 7 days)
5-Encourage Employee calls on any questions arising
-Resolve issues as promptly and positively as possible
6-Monitor challenging cases closely until resolved
Special Issues
 Serious issues with major implications
 Harassment
 Violence in the workplace
 Extreme conflict situations
Thank you!
We hope this has been helpful for you
and your business