I don’t know where you’re located, but doing this at any large corporation in the USA would probably get you a lawsuit PDQ, especially if the person claims to have a disability (depression) and was up for a new job when you decided to fire her all of a sudden.What about writing her up, and then telling her that if she doesn’t improve her performance for the week, then you will have to let her go. Or, tell her you have to let her go for her performance, but that you can let her work for the next couple weeks.
This is a great idea, if things between you and the woman have not reached the point of becoming contentious. I’ve seen situations where by the time the employee left, the boss and them were so unhappy with each other that normal communication had gone by the wayside long ago, so an exit interview wasn’t helpful to either party and the employee just wanted to get out of there.What you are providing her is an exit interview that will give her insight on how to do better in her next position.
We’ve done that a couple times.It is important that both of you have face to face talk before she leaves so that terms can be as amicable as possible.
We thought that she would have strong connections with her previous location that could be helpful to our office. Also, we thought her experience would give us a head start over someone from outside. She never quite demonstrated the skills that a person should’ve developed by now. And she’s never shown initiative to really learn them.What skills did she bring with her that motivated you to take her on in the first place?
How has she demonstrated those skills, or does she feel like she is being held back?
Has she maintained a professional appearance?
Clerical, secretarial, receptionist. If you tell her, “I need you to move those boxes from A to B,” she will do it. But she won’t look at the boxes and think, “I should move those boxes from A to B,” and she won’t ask if she should move them.I don’t know what type of job she was hired to perform.
You’d be better off with a temp.We’ve done that a couple times.
We thought that she would have strong connections with her previous location that could be helpful to our office. Also, we thought her experience would give us a head start over someone from outside. She never quite demonstrated the skills that a person should’ve developed by now. And she’s never shown initiative to really learn them.
I don’t notice that her appearance is inappropriate, although other women have commented to me that there are times when it is (e.g., leggings, skirt to short).
Clerical, secretarial, receptionist. If you tell her, “I need you to move those boxes from A to B,” she will do it. But she won’t look at the boxes and think, “I should move those boxes from A to B,” and she won’t ask if she should move them.
If you say, “I have a meeting scheduled, please reserve a room,” she’ll do it. She won’t think, ‘He has a meeting scheduled, I’ll need to reserve a room.’ So each time you have to go through a checklist of To Dos with her to make sure she’s done them, even though she’s had the checklist for four years.
If you say, “I need you to put this document in our standard memo format and send it to these people,” she’ll do it. And you can say over and over again, “make it look like the other memos,” and she’ll still not get it right. And it’s likely to be full of mistakes. So then you have to check it. And she’ll fix maybe all of the mistakes, but maybe not. So in the end, it’s faster and easier to do it yourself.
This has happened: I’ll want to send a letter to Dr. Joseph Smith, and she’ll address it to Ms. Joseph Smith. So I’ll patiently tell her it’s for doctor, not Ms. And she’ll apologize and fix it. But this happens time after time.
And of course, it’s Friday today, so she didn’t come in to work because she has a really bad stomach. Seems every Friday she’s been up all night with either a stomach problem or her kids have been sick all night the night before.
Since you have stated several times that you thought the best thing was to let her go, you may want somebody from HR with you when you do meet face to face for the final exit interview. You need a witness as well as the written documentation.You’d be better off with a temp.
I thought you were discussing someone with integral skills and in a much more critical position. If she’s clerical and just shifting departments I have no idea why you are so invested in the person who is marginal at best.
You should have handled this a LONG time ago. But even so, you still have to be honest with the other department. If they don’t want her, you have to start writing her up, and then have enough paperwork to let her go. Ask HR to advise you.
Have you done that?
Not an easy decision. Your workplace description included a woman who did not understand her responsibilities, as supported by others who worked with her. Not just a personality conflict, or job misfit. Where I live, there used to be job readiness training, which she may need. She is not eligible for unemployment benefits; however the employment securities commission can direct her to the training she needs. It’s almost impossible to earn a Gold Certificate, but the certification process includes how to write a resume, and basic job skills needed for different jobs from working as a cashier to being in a high tech field (why it’s almost impossible to earn a Gold Certificate).Here’s the final update:
I fired her today.
:sad_yes:
Always tough. But it sounds like you can sleep tonight because you made a hard but correct decision.Here’s the final update:
I fired her today.
:sad_yes: