Some employers even have policies around disclosing potential hazards. Employers can and should promote healthy behavior at and away from the workplace, but they should avoid regulating what employees do away from work. I'll say this: Employees and employers both have a role to play, but each should recognize their boundaries.
For employees, only information relevant to safety is necessary and appropriate to disclose. Conversely, employers should tread lightly when it comes to employees' personal activities.
Employers can provide workplace safety training, policies or at least imperative reminders about what safety means in a pandemic. Employers can also inform employees about recommendations from the U. Centers for Disease Control and Prevention, as well as state and local public health agency guidance for workplaces.
Employees and employers share responsibility and a vested interest in creating a safe work environment. Open communication and suitable boundaries are essential to making that happen. Good luck and be safe. You may be trying to access this site from a secured browser on the server. Please enable scripts and reload this page. By Johnny C. Reuse Permissions. Image Caption. HR Careers. You have successfully saved this page as a bookmark.
In any case, you failed to make sure they were compatible with the team. You failed to make sure they could actually do the job properly, not setting the right expectations or putting talent in the right place. Perhaps you missed some of the other signs listed in this article, such as the person having a lack of integrity, being unreliable or not being interested enough in the job.
Recognize that it is your fault and let the person go. Or consider that perhaps, you have failed to create a culture that attracts and keeps great talent. Keep in mind that there will be instances when you need to wait before letting someone go, like when you are hitting a major milestone or during the release of a new or updated product, again, be very mindful about this.
One key question to consider is the impact letting someone go will have on your company. Plan it out and execute it with precision. The good news is that this isn't that hard of task if you put everything in the proper order and follow a well-crafted offboarding process. Firing someone who is a poor fit at your organization is a definite possibility.
First, though, you have to consider a few things. The biggest concern with firing someone who is not a good fit is that you have to make sure that the claim against the person isn't discriminatory. This seems simple enough, right? You're making the move because the person doesn't fit in - not because they are of a protected class. But, in reality, it's not that simple. Let's say you have a workforce that is predominantly white and male. If an asian woman is hired and fired for being a poor fit, there's a case to be made that she was let go because of her race and sex, which is discriminatory.
This can be said even if the real reason she was let go is because her personality didn't mesh well with the organization. So how do you make sure that your practices are all above board when it comes down to firing a poor fit employee?
Basically, you have to be able to show that you have a policy that indicates that you let go people who don't fit in. Just like firing anyone, you should have a written outline of how people are let go, documenting everything the person did for you to come to your decision. This helps show the timeline of events and how they played out so, if you are taken to court, you will be able to show what happened officially.
That all being said, the key takeaway here is that yes, you can fire someone for not being a good fit. To do so, make sure your actions are not discriminatory - either consciously or unconsciously - by having a proper termination policy in place that shows how someone is fired, for what reasons someone can be fired, and a documentation process that shows how the termination was carried out.
Alright, now that we have covered a lot of what it takes to fire a poor fit employee, how do you actually do it? First, you need have a process figured out that can help you identify poor fit employees. If the company concludes that the reason for termination is without bias, it must still consider the possibility that the reason might not be perceived that way, remembering that there are virtually no risk-free reasons for termination.
These steps are fundamental in helping ensure an employer can prove its motivations were legal ones if the company is ever called to court. Please Sign In and use this article's on page print button to print this article. How To: Human Resources.
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