Hello Seniors, one of our employee performance is not good therefore we are planing to terminate him, pls guide me can we terminate him on the ground of lower performance, Thanx & Regard
From India, Basti
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18From India, Basti
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Has the employee been counseled as to reasons for shortfall in performance? Has some additional training been given? Have reasons for the shortfall by this employee been analyzed by his supervisor? Have prior warnings been given to him and documented?
Employee can be terminated for consistent poor performance, but due care has to be taken prior by training, counseling, warning, etc.
From India, Pune
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Employee can be terminated for consistent poor performance, but due care has to be taken prior by training, counseling, warning, etc.
From India, Pune
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sir, the employee was appointed on senior designation hence not required to provide him any additional training,
From India, Basti
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From India, Basti
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Have you discussed with this person reasons for poor performance? He is in senior designation and should be aware of job requirements.
From India, Pune
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From India, Pune
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Sir,
We have already discussed with the employee regarding his performance issue, however, his performance is not as good as required to manage the specific responsibility. Despite that, there has been no improvement in performance. We have also asked him to resign, but he is not ready to do so. Therefore, the only option left is termination. Kindly guide us on whether we can terminate him based on his lower performance. If yes, what procedure should we follow?
Thank you.
From India, Basti
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We have already discussed with the employee regarding his performance issue, however, his performance is not as good as required to manage the specific responsibility. Despite that, there has been no improvement in performance. We have also asked him to resign, but he is not ready to do so. Therefore, the only option left is termination. Kindly guide us on whether we can terminate him based on his lower performance. If yes, what procedure should we follow?
Thank you.
From India, Basti
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What is the quantifiable performance expected of him?
Has the performance required of him been communicated specifically?
Issue a show-cause notice documenting specific failures and ask him for an explanation. Following his explanation, suitable action as warranted can be taken.
From India, Pune
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Has the performance required of him been communicated specifically?
Issue a show-cause notice documenting specific failures and ask him for an explanation. Following his explanation, suitable action as warranted can be taken.
From India, Pune
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Hi,
Is it mandatory to issue a show-cause notice? This issue has been verbally discussed with him many times but there has been no improvement so far. As he is not able to work according to our company's requirements, we have finally decided to terminate him. Please guide me on what legal procedures to follow to terminate him. Whether we have to issue him a show-cause notice first or if we can directly issue him a termination letter.
Thank you.
From India, Agra
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Is it mandatory to issue a show-cause notice? This issue has been verbally discussed with him many times but there has been no improvement so far. As he is not able to work according to our company's requirements, we have finally decided to terminate him. Please guide me on what legal procedures to follow to terminate him. Whether we have to issue him a show-cause notice first or if we can directly issue him a termination letter.
Thank you.
From India, Agra
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First, write to him and give him an opportunity to improve his performance. In spite of such instructions, if he is unable to perform below the prescribed limit, then you have to issue a charge sheet, conduct an enquiry, and then terminate him. Otherwise, the whole termination will become bad in law.
Check my blog at www.labourlawhub.com
From India, Kolkata
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Check my blog at www.labourlawhub.com
From India, Kolkata
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Sir,
Opportunity has already been given to improve his performance despite that not any improvement yet. Therefore, we have decided to terminate him. Please tell me what is the legal procedure of termination.
From India, Basti
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Opportunity has already been given to improve his performance despite that not any improvement yet. Therefore, we have decided to terminate him. Please tell me what is the legal procedure of termination.
From India, Basti
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Hope you have documentary evidence to prove that an opportunity was given to him to improve his performance, and after such opportunity, he has failed to improve his performance. Please note that in such cases, you have to prove that the quantum of improvement was less than other employees or normal standard practice. For example, if all the other workers are producing 80-100 products per day, then if the employee produces 50 products, it can be said that the performance was below standard.
The legal procedure is to issue a charge sheet, hold a domestic inquiry, prove such charges in the inquiry, and thereafter, based on the inquiry reports and findings, take action (i.e. termination or whatever suits you best).
From India, Kolkata
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The legal procedure is to issue a charge sheet, hold a domestic inquiry, prove such charges in the inquiry, and thereafter, based on the inquiry reports and findings, take action (i.e. termination or whatever suits you best).
From India, Kolkata
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sir, pls tell me how to conduct domestic enquiry & which documents shall contain the chargesheet,
From India, Basti
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From India, Basti
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Dear DeveshCH,
Your post does not reveal much for any advice; at least I cannot gather from your reply, "appointed on senior designation." You were asked to explain what was the work, job, or responsibilities of that employee, and what type of work - manual, clerical, supervisory, officer, operational, etc. - was given to him. Furthermore, what was expected from him by management and how he has performed are the basic questions.
Merely saying performance is not satisfactory does not help anybody. You will have to be specific in putting charges on the employee, and further, you must be able to justify or prove (very popular among HR Fraternity) those charges of slow performance. However, mind you, slow performance of an employee is not a misconduct, but willful or intentional slowing down of performance is certainly a serious misconduct.
So, one should always be careful in leveling charges of slow performance against an employee.
From India, Kolhapur
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Your post does not reveal much for any advice; at least I cannot gather from your reply, "appointed on senior designation." You were asked to explain what was the work, job, or responsibilities of that employee, and what type of work - manual, clerical, supervisory, officer, operational, etc. - was given to him. Furthermore, what was expected from him by management and how he has performed are the basic questions.
Merely saying performance is not satisfactory does not help anybody. You will have to be specific in putting charges on the employee, and further, you must be able to justify or prove (very popular among HR Fraternity) those charges of slow performance. However, mind you, slow performance of an employee is not a misconduct, but willful or intentional slowing down of performance is certainly a serious misconduct.
So, one should always be careful in leveling charges of slow performance against an employee.
From India, Kolhapur
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Study the case of RAMESHA vs HCL, the verdict given by First Additional Labour Court Chennai. It is preferable to start with Glaxo Laboratories case where the misconduct, assaulting the supervisor while traveling in the company-owned bus, was held not valid. The Supreme Court, in no ambiguous terms, said that the Misconduct in Standing Orders are not illustrative but exhaustive. Therefore, Inefficiency must find a place in Misconduct or as a separate clause attracting termination of employment consequent to one being found as INEFFICIENT in spite of Warning, counseling, and TERMINATION was inevitable.
It goes without saying that a charge sheet to be given, reply obtained, reply found not satisfactory, enquiry ordered, enquiry conducted, fair opportunity given, copy of proceedings and documents submitted given, E O found him guilty. Second show cause notice as to why he should not be terminated. Then in the TERMINATION order state that he had not adduced fresh grounds to reconsider the proposed Termination.
From India, Chennai
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It goes without saying that a charge sheet to be given, reply obtained, reply found not satisfactory, enquiry ordered, enquiry conducted, fair opportunity given, copy of proceedings and documents submitted given, E O found him guilty. Second show cause notice as to why he should not be terminated. Then in the TERMINATION order state that he had not adduced fresh grounds to reconsider the proposed Termination.
From India, Chennai
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You cannot go ahead and terminate anyone in the organization. It's important to document everything. For termination itself, it is crucial to provide three written warnings to an employee. Alternatively, based on performance, the employee can be placed under a Performance Improvement Plan (PIP). If there is no improvement even after being on a PIP, then termination on poor performance grounds is an option.
If forced resignation is not effective, it is important to consider your actions carefully before proceeding, as they may create problems for you in the future.
From India, Jaipur
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If forced resignation is not effective, it is important to consider your actions carefully before proceeding, as they may create problems for you in the future.
From India, Jaipur
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Recognising poor performance.pdf
Disciplinary+si tuations+includ e+misconduct+an dor+poor+perfor mance[1].doc