Question

Вы менеджер по персоналу на предприятии. Вам нужно уволить подчиненного из-за некачественной проделанной работы. Каким образом Вы будете готовиться к беседе с уволенным работником и по какой схеме будете проводить эту беседу?

Answer 1

Ответ:

Для начала надо прорепетировать,что я ему буду говорить и в связи с чем он будет уволен.

Схема:

Для начала его нужно морально подготовить,далее рассказать что он неправильно делает и ему немного не хватает опыта чтобы работать на этом предприятии,сказать что он уволен. Потом сказать чтобы он не расстраивался т.к с его знаниями он наверняка себе найдет работу по его специальности

Объяснение:

Answer 2

Preparing for the Conversation with the Employee

When preparing for a conversation with an employee about their subpar work performance and the need for termination, it is important to approach the situation with empathy, professionalism, and clarity. Here are some steps you can take to prepare for the conversation:

1. Review the employee's performance records: Before the conversation, thoroughly review the employee's performance records, including any documented instances of poor quality work or failure to meet expectations. This will help you provide specific examples during the conversation and ensure that your decision is based on objective evidence.

2. Consult relevant policies and procedures: Familiarize yourself with the company's policies and procedures regarding employee performance, disciplinary actions, and termination. This will ensure that you follow the correct process and adhere to any legal requirements.

3. Consider the employee's perspective: Put yourself in the employee's shoes and try to understand their perspective. Consider any potential underlying issues that may have contributed to their poor performance. This will help you approach the conversation with empathy and fairness.

4. Prepare talking points: Create a list of talking points to guide the conversation. This should include specific examples of the employee's subpar work, the impact it has had on the team or company, and any previous discussions or warnings about their performance. Be prepared to provide constructive feedback and offer suggestions for improvement.

5. Anticipate questions and reactions: Think about the potential questions or concerns the employee may have and prepare appropriate responses. Anticipate their reactions and emotions, and consider how you will address them in a professional and supportive manner.

Conducting the Conversation

When conducting the conversation with the employee, it is important to create a safe and respectful environment. Here is a suggested approach for the conversation:

1. Choose an appropriate time and location: Find a private and neutral location where you can have an uninterrupted conversation. Choose a time when both you and the employee are calm and focused.

2. Start with a positive tone: Begin the conversation by acknowledging the employee's strengths and contributions to the company. This will help to establish a positive tone and show that you value their work.

3. State the purpose of the conversation: Clearly and concisely explain the purpose of the conversation, which is to discuss concerns about the employee's work performance and the need for termination. Be direct and avoid ambiguity.

4. Present the evidence: Present the specific examples of the employee's subpar work or failure to meet expectations. Use objective language and avoid personal attacks. Refer to the performance records and any relevant policies or procedures.

5. Listen actively: Allow the employee to express their thoughts and feelings. Listen actively, without interrupting or becoming defensive. Show empathy and validate their emotions, even if you disagree with their perspective.

6. Provide constructive feedback: Offer constructive feedback on the areas where the employee needs improvement. Be specific and provide actionable suggestions for how they can enhance their performance in the future.

7. Discuss the consequences: Clearly explain the consequences of the employee's continued subpar performance, including the potential impact on their career and future job prospects. Emphasize the importance of meeting expectations and the company's commitment to maintaining high standards.

8. Address questions and concerns: Give the employee an opportunity to ask questions and address any concerns they may have. Provide honest and transparent answers, while respecting any confidentiality or legal constraints.

9. Document the conversation: After the conversation, document the key points discussed, any agreements reached, and the employee's reactions. This documentation will be important for future reference and to ensure consistency in the company's approach to employee management.

10. Follow up: Follow up with the employee after the conversation to provide any necessary support or resources. Offer guidance on how they can improve their skills or seek alternative employment opportunities if necessary.

Remember, every situation is unique, and it is important to adapt your approach based on the specific circumstances and company policies. The goal is to conduct the conversation with professionalism, empathy, and fairness, while ensuring that the best interests of the company and the employee are considered.