Time To Say Good-bye
Letting an employee go is like pulling a tooth it's unpleasant
No one likes to pull the plug on a lackluster performer or one who's
a bad fit, but in today's competitive jewelry market, more and more jewelers
are finding they must. "I liked him so much as a person, but he just
wasn't working out," one jeweler told Professional Jeweler.
Many employers bear the burden rather than let someone go, choosing "chronic
pain over acute pain," Ed Binkerd, vice president of human resources
for Republic Industries, Ft. Lauderdale, FL, told The Wall Street Journal.An
employee might freak out or cry, some managers fear. Other managers have
trouble articulating even to themselves what the problem is.
Still others fear an employee will quit if given honest feedback, leaving
the store understaffed until a replacement is found.
Managers must remember their first obligation is to the company's performance
and well-being, says Eric Greenberg, director of management studies at the
American Management Association. Feeling sorry for an underperformer is
perfectly fine. But if he or she doesn't improve, the situation calls for
action. Coworkers must be considered too an underperformer or malcontent
affects everyone's motivation, especially if staff members notice management
does nothing about the problem.
Setting the stage for confronting a problem employee is simple to explain
but painful to do. First, clearly explain to the employee what's wrong with
his or her performance, says The Wall Street Journal's"Managing
Your Career" expert Carol Hymowitz.
Next, explain what you do expect and work out a plan for performance
improvement with a time limit. If there are no positive results after six
months, the employee must leave.
If he or she resists, the last resort is firing.
One final caveat don't feel so guilty about firing a non-performer
that you reward his leaving with an overly generous severance package. When
other employees find out, they'll wonder why bad behavior was rewarded.
Though there's nothing wrong with a humane break, keep it reasonable for
the sake of esprit de corps.
All Pumped Up and No Place to Go
|Many seminar programs in the jewelry industry place great faith in motivational
speakers for pumping up sales associates before a big selling season. But
some skeptics think motivational gurus such as Tony Robbins and Zig Ziglar
teach confidence without revealing it's the underlying know-how and specific
abilities that really make a person a success, reports Steve Salerno in
The Wall Street Journal.
||Visualizing success rather than actually working at it is what corporate
consultant Jay Kurtz calls "running faster in the wrong direction."
An occasional pep talk to a high achiever may help put him or her over the
top. But for the mediocre performer, sales training, product knowledge and
practice, practice, practice are the appropriate tools.|
Copyright © 1998 by Bond Communications.