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First Time Firing

Book Description

Handle this tough but essential management task with confidence and professionalism

  • Maintain your professionalism throughout a difficult process

  • Gain confidence in working in emotional and pressured situations

  • Clear examples of actions taken from real-world firing case studies

  • In Detail

    Firing someone is never easy; it shouldn't be. The key to minimizing sweaty palms and the chance of stuttering through a statement is remembering that this is a business decision, and a business conversation. It requires preparation and planning for success.

    First Time Firing will provide you with clear and practical guidance to making termination decisions and acting on them. It will take you from making that first decision of the process, through preparing notes and recommendations, to delivering the news with confidence.

    Firing people is a difficult but necessary management task; it is essential that you maintain your professionalism and keep the needs of the business at the forefront of your mind. This hands-on guide is the perfect companion that will help you to do exactly that.

    Beginning with helpful advice on making a termination decision, HR expert Rebecca Mazin breaks down the process from the initial decision, through to planning and conducting the meeting, and then guides you through the necessary steps afterwards.

    With real life examples to illustrate best practices, First Time Firing takes a concise and logical approach giving you the confidence to handle a termination.

    About the Author

    With more than 20 years of expertise, Rebecca Mazin formed RECRUIT RIGHT to create usable solutions for employers to meet increasingly complicated human resources challenges. Her clients benefit from clear guidance, tools, and techniques that quickly cut through fads, jargon, and complex regulatory issues. RECRUIT RIGHT consulting, training, and written communications produce measurable results in a wide range of businesses and not-for-profit organizations from small startups to industry giants. Rebecca uses her passion for demystifying human resources issues to write content accessible for business owners, managers, and HR pros. She is the author of The Employee Benefits Answer Book: An Indispensable Guide for Managers and Business Owners published by Pfeiffer in 2010 and the co-author of The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals published by AMACOM in 2004 with a revised edition issued in 2011. Her advice and commentary appears in business publications, industry and trade journals, and Rebecca is a featured expert on the award winning www.AllBusiness.com website. Follow Rebecca on Twitter at @thehranswer. Prior to founding RECRUIT RIGHT, she held key management positions at major organizations. Her experience with Millennium Hotels and Hyatt Hotels Corporation built on her work at Owens Corning and the U.S. Federal Government at the National Labor Relations Board. Rebecca is a graduate of Cornell University with a degree in Labor Relations. She is a certified facilitator of Achieve Global training programs. Rebecca is active in the community, where she uses her skills and talents to enhance organizational effectiveness and outcomes. Rebecca was board co-chair for MTS, a non-profit that hired, trained and placed individuals with HIV Aids and has held board positions with The Junior League of Westchester on the Sound. She currently serves on the board of Furniture Sharehouse, Westchester's Furniture Bank.

    Table of Contents

    1. First Time Firing
      1. First Time Firing
      2. Credits
      3. About the Author
      4. About the Reviewer
      5. Preface
        1. It's a business decision
        2. Why fire someone?
        3. Summoning the courage to say, "You're fired"
        4. What this book covers
        5. Who this book is for
        6. Conventions
        7. Reader feedback
        8. Piracy
      6. 1. Making the Decision to Terminate
        1. Does the employee fit the job?
          1. "Hard" and "soft" skills
        2. Dealing with poor performance
          1. When do I institute a performance improvement plan?
          2. Should you give new hires a second (or third) chance?
        3. Investigating employee misconduct and rule violations
          1. One, two, three strikes and you're out?
          2. Consistency counts
        4. Are there rules and regulations to follow?
        5. Preparing a recommendation to terminate
          1. Use a termination checklist
        6. Summary
      7. 2. Preparing for a Termination Conversation
        1. Who do I notify?
        2. Who needs to be in the room?
        3. Communication and equipment
          1. Where's the company cell phone?
          2. Should I request a final paycheck?
        4. Keep your termination checklist handy
        5. Gather your notes and practice
          1. What if the employee cries?
        6. Timing makes a difference
        7. Summary
      8. 3. Conducting a Termination Conversation
        1. Where should we meet?
        2. Write it down and take notes
        3. Start with a statement of purpose
          1. Sample opening statements for terminations due to poor performance
          2. Sample opening statements for terminations due to misconduct or rule violations
          3. Sample opening statements for terminations due to failure to fit for position
        4. Stick to the facts
          1. When do I say, "You're fired?"
        5. Handling emotional people
          1. Concluding the conversation
        6. Words to use and words to avoid
        7. The special situation of reductions in staff
        8. Summary
      9. 4. After the Employee Leaves
        1. Write a summary
        2. Internal communications
        3. Should I talk to the employee I fired last week?
        4. Do I give a reference?
        5. Summary