In a previous blog we began a series on how to terminate an employee. The series is not intended to address union-controlled jobs or contract labor. It applies to those technology positions where you pay an employee for performance, assess that performance, and act accordingly.
There are two major categories that motivate your decision to terminate, either
- You have run out of work for this employee
- There are no other jobs available in the company because you are already long on people everywhere and the company is downsizing.
- There are no other jobs available in the company because the person you chose to terminate does not have the skills necessary for transfer to another job.
- You need to terminate for cause.
Whichever of these reasons, if you are like most technologists, just this morning you made the decision (or were told) to terminate the employee and you want to get it over with by the end of the day. Sorry, you cannot do that, not ethically, not morally, and usually not procedurally.
The number one management task that most technology managers fail to implement is keeping a personnel log. To the technologist, the written log is a nuisance because we like to keep things in our head and we hate documentation and accountability. Nevertheless, it is a sine quo non. You must keep a log of every employee’s performance.
I recommend a simple spread sheet. Make a single column for each direct employee and put their names in that column. Label the rest of the columns by the date of each Friday, or whichever day of the week you choose to make your entry. You need make only one entry per week. Not one per month, not one per year, not one per day; make one per week. Not two, not three; one. Do not do this at the end of every day. Pick one day of the week. I like Fridays because I can do it last thing before I leave. Plus, that week’s performance is fresh on my mind.
Beside each employee’s name, in the weekly columns, make comments as to the performance of that employee that week. If the employee did something exemplary, make a note of it. If the employee was late Tuesday and Thursday, make a note of how late and which day. Record any excuses the employee may have given. Annotate good events and bad events. Keep opinions out of it. Denote actual performance against some standard. If the employee missed a schedule or milestone, note that. If the employee made the milestone, note that also. Keep the annotation and reporting short, but understandable, succinct, and factual. Make it full of facts and events. Avoid opinions and impressions.
Some events are so noteworthy, either good or bad, that you need paper documentation. If so, file these away in a folder. If you want to keep a folder for each employee, as I do, fine. If the file is electronic, fine.
Why do all this? Because you need documentation for any action you plan to take in the future, either good or bad. Do not wait until the fatal day arrives to document. Do it weekly.
Give feedback weekly to the employee. This does not have to be formal. It is best when done informally. Just go by the workstation and tell her that you know she was late for work twice that week. Let him know he did not meet the milestone. Do not be rude or embarrassing or intimidating. It is not personal, it is business. Just let every employee know what you expect, when, and in what form. Do not leave them in doubt about shortcomings. Let them know when they have done exemplary work. Give immediate feedback whenever possible.
Do not leave them in doubt about either good or bad performance. If they did a good job, say so. If it is worthy of stronger or broader recognition, do so. Throw a party, print up certificates, buy plaques, or whatever is commensurate with the achievement.
Whatever you do, make sure that your spreadsheet annotation matches your actions. The worst mistake you can make is to single out an employee for termination and this action come as a total surprise to him. Every employee should know where he or she stands in your eyes, as manager. You owe that to them. It is an essential part of your job.
This documentation is essential to performing your job. It is essential if you plan to terminate for whatever reason. Anytime you select or single out an employee for termination, you need justification. Make your documentation count.
When review-time comes, use this employee spreadsheet to evaluate the employee. That way, your annual or semiannual appraisal matches what you have been saying to the employee. If you wait until the end of the year to do the review, you will forget too many things and will be able only to talk in generalized terms. This is not fair to the employee. The employee needs and wants specifics.
In the next blog, we address the review process and how to best use your managerial documentation.