1/ Company policy and
employee handbook 5/ Discussion Once you have determined there is an 9/ Consult with an HR consultant
or employment lawyer
Every business should have an up-to- issue, it’s time to start some actions If you are unsure about any part of the
towards a potential dismissal. Let’s use termination or are concerned about legal
the example of tardiness. This employee issues, consult an human resources
has been late five times in their first 90 expert or employment lawyer. They can
days. Although you have mentioned it help you prepare a termination letter and
in passing, it is time for a serious discus- any other documentation that is required.
sion. Take the employee to a private room, 10/ Plan a follow-up staff
date employee handbook. This should
detail everything from hours of operation,
expectations, dress code and termination.
New employees should be required to
read the handbook within the first few
days of employment and sign saying
they agree to all the policies. This makes
it easier for you to discuss non-compliance
tell them there is an issue that needs to
be discussed, give them the facts and
to an issue such as absenteeism. tell them what your expectations are
2/ Job description their personnel file.
All employees should receive a full job
description, including responsibilities
and daily expectations of the role they
have been hired for. New employees
should receive verbal directions about
the role within the first month, along with
training and support. This sets the clear
direction and detailed documentation.
3/ Set goals
Providing goals is a great way to set
expectations and track results. If part of
the reason for terminating an employee
is poor performance, but they have never
received expectations of what they need
to achieve, you may be setting yourself
up for liability. Communicate expectations
early, measure and hold employees
going forward. Document and file in
6/ Written discipline
The issue has happened again and you
are moving to termination. Write up
a discipline letter, bring the employee
into another meeting to go over the let-
ter. Have them sign and let them know
not performing to your standards then
take the opportunity to do some one-on-
one coaching. Not only will this give you
some dedicated personal time with the
employee, it will show if they are willing
and eager to change to keep the role.
transpired and plans for finding another
employee quickly. Team members may
have questions or concerns that you ad-
dress to the group or ask them to discuss
with you privately. This meeting is to
ensure the team knows what is going on.
Prepare a termination letter that indicates
what the last day of work will be and the
amount of severance you will be paying.
If you’re not sure about releasing an
employee within their probation, with
cause after their probation, or without
cause, then it is important to look up the
only put in the facts that are required.
If you have done that and they are still
gives you the chance to explain what has
7/ Written termination letter
4/ One-on-one coaching
them the direction they need to do well.
directly after letting the employee go. It
File in personnel file.
employment and labour standards for
scheduling the time to personally give
Make plans to meet with your team
the consequences of it happening again.
accountable to results.
Set every employee up for success by
meeting
your province. Keep the letter short and
8/ Formal exit plan
Plan the day and time you will terminate
the employee. It’s better to do it early in
the week versus waiting until a Friday
or Saturday so the employee has time to
search for other job openings. As well,
don’t wait until the end of the day. Ask
the employee to come in a few minutes
Last notes: Termination is hard on
you, the team and the employee.
Regardless of the issues surrounding
the reason for the termination, treat
the employee with respect and dignity
as they will take this hard nonetheless.
Treat them as you would want to be
treated in a similar situation. Be kind,
compassionate and professional.
Trudi Charest is the co-founder of
Marketing4ECPs, a digital marketing
agency focused in eye care. Trudi can
be reached at [email protected] or
www.marketing4ecps.com.
before other employees and terminate
at the beginning of the day. Keep the
discussion to the facts, don’t allow it to
be drawn out into conversations as to
why they are not working out for liability
and walk them to the door.
OPTICAL PRISM | March 2019 33