How to Hire and Fire Employees

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How to Hire and Fire Employees

• Ed Donovan
• Senior Consultant
• KEYGroup

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Session Outcomes

• Participants will be able to
• Identify job match
• Use proper interviewing techniques
• Understand importance of coaching before firing
• Identify dos and donts of exit interview

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Why Hire and Retain the Right People?

• Companies hire and fire until finding the right
  candidate
• Thousands of dollars spent per candidate
• Cost of turnover one to four times salary

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Typical Hiring Pitfalls

• First Impression
• Faulty Information
• Poor Job Matching

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Finding the Right Candidate for the Job

• Job responsibilities What will the person be
  required to do?
• Competencies What qualities does the person
  need to be successful in the job?
• Workplace expectations What behaviors are
  expected from him/her to be successful in the
  organization?

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Preparing for and Conducting Interviews

• Behavioral Interviewing
• Verbal vs. Nonverbal Cues
• Legal Obligations
• Interviewing Format

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Behavioral Interviewing

• Typical employment interview is like needle in
  haystack
• The best indicator of future performance is past
  performance

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Verbal vs. Nonverbal Cues During the Interview

• Non-assertive
• Aggressive
• Assertive

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Legal Obligations

• Meet all legal standards
• Race
• Color
• Religion
• Sex
• National Origin
• Avoid pre-employment inquiries that eliminate any
  of above

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Interviewing Format

• Open with rapport-building question
• Briefly describe the organization and position
• Ask planned behavioral interviewing questions
  (based on job)
• Solicit questions from candidate

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Ideas for Finding Candidates

• Advertising
• Networking
• Associations/Colleges

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Dont Fire Until You Have

• Coached the person
• Tried to help person improve
• Documented discussions and improvement plans
• Given person time to improve
• Warned person of termination if performance
  doesnt improve
• Consulted with legal and/or HR counsel (laws vary
  per state)

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Importance of Coaching

• Managers need to
• Help employees solve work and performance
  problems
• Provide corrective feedback as soon as possible
• Recognize positive performance - often

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Preparation Exit Interview

• Clear desk
• No distractions
• Another person present
• No food or water (this is not a social event)

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The Speech Five Minute Firing

• Describe repeated problems or poor performance
  that you have addressed in the past
• State, Todays meeting is for the purpose of me
  informing you that you are being terminated from
  your job and remind of previous warning of
  termination
• When finished, remain silent

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The What-Ifs

• Employee becomes hostile or violent
• Employee threatens to sue for wrongful
  termination
• Employee wants to hang around and talk to
  remaining employees
• Employee asks about Employee Assistance Programs

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• What Not To Say
• In The Exit Interview

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The Sendoff

• Request everything back
• Hand employee a termination
  memo that summarizes exit meeting
• Possibly offer words of encouragement
• Shake hands to end meeting

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What to say or not to others

• Staff
• Customers
• Reminderthe less said, the better

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Logistics of Firing

• Face-to-Face
• Timing
• Scheduling

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Legality When You Cannot Fire A Person

• Based on a persons race, gender, national
  origin, disability, religion or age
• If a person refuses to take a lie detector test
• Based on persons alien status

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• Before Taking Action to Fire or to Warn About
  Possible Termination
• Check with Legal Counsel

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Ed Donovan KEYGroup www.keygroupconsulting.com
Email edonovan_at_keygroupconsulting.com Phone
1-800-456-5790