None of us ever want to say this or hear it. It is something we feel we won’t have to experience. Almost as if we are immune to it. Unfortunately, it happens far too. To an HR professional, having a situation or issue rise to a level warranting termination equates to failure. It is our role, as HR professionals, to handle escalated or complex issues/concerns and decide on the right approach. This makes each disciplinary action or review a critical one that can decide an individual’s fate.
Terminations are costly, carry liability, counterproductive, and affect workforce morale. Taking appropriate steps before letting it escalate to the point of termination can prevent these detrimental outcomes. Through my personal work experience and that of others I have learned that it comes down to a few basic factors. Give each concern adequate time, provide regular training, set clear expectations, and involve subject matter experts.
Each problem should be given proper due diligence.
I have dealt with legal charges that have stemmed purely from managers not taking matters seriously. If an employee takes it upon themselves to tell you about an issue they are encountering, it is severe enough to require your consideration. Look into the matter with care, courtesy, and thoroughness. Keep in mind that follow-up with the employee who raised the concern is as important as the investigation itself.
Training is essential to instilling the right kind of culture in an organization.
In order to hold people accountable, you must first train them on the desired traits or outcome. Training should take place at consistent intervals and be tracked periodically for compliance. It is just as critical in the early stages of employment as it is for tenured employees.
Expectations of performance and conduct should be ubiquitous with all employees in the organization.
There should be no ambiguity as vagueness lends room to improper behavior. Clearly communicate what it is you want. As a leader of your work group, it is up to you to provide direction and a clear vision.
Lastly, get all applicable parties involved in the resolution.
Two heads are better than one and it could not be truer in cases of employment action. Before issuing consequences, gather different opinions and consult those most knowledgeable about the subject. Ensure that the punishment fits the crime.
We owe it to our employees to keep them from falling off the edge. It is not only the responsibility of HR but of everyone to ensure we do what is right for those who work for us. Take the time to talk, listen, and act. Lead through clarity, development, and integrity in order to retain talent. When someone fails in an organization everyone suffers. Don’t allow failure!
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