respected all, i really need to implement new hiring/firing rule please help me in this regard, your earliest response will be highly appreciated Em.Es
From Pakistan, Karachi
6From Pakistan, Karachi
Hello malik,
There are two very difficult things to deal with as a manger. The first is hiring the right people. The second is firing someone.
There are some basic rules for hiring and firing:
1. Follow the golden rule for bosses: "Everything is fine until I tell you otherwise". This means no unspoken messages. If you have something to say to an employee, tell him or her directly.
2. Work with your employees before firing them. If somebody is under performing, put them on a watch list and explain that you want them to succeed, but that their current path is not good. Meet every two weeks and review progress, document it and get the employee to sign it. After a few months, you will either have a record of improvement or of consistent performance problems.
3. Learn from performance reviews. They are time-consuming and nobody enjoys them, but they can be very effective in spotting problems and improving performance.
4. Hire people who already have a job. They are more likely to work out than those between jobs.
5. The purpose of an interview is to objectively determine the applicant’s suitability for employment. However, hiring decisions are sometimes based on likeability and interview performance— not on how well a person is likely to perform necessary tasks. A good interviewer carefully will assess each candidate based on criteria, not allowing personal rapport to outweigh objectivity. Good interview questions are based on the candidate’s past experience, open-ended, nondiscriminatory, job related and non-leading.
Open-ended. This type of question usually starts with “what,” “how,” “why,” “tell me about” or “give me an example.”
This type of question is effective because it prompts the candidate to give a detailed response.
6. Use headhunters, but beware of the unwritten rule. Headhunters are reluctant to recruit from companies where they've recently placed people, which could cut you off from huge pools of potential talent. Check who they've been working with.
7. The job interview either can facilitate productive information sharing and give real insight into a candidate’s personality, character and work experience or be an awkward exercise of little or no value. Conducting a proper interview is a learned skill, yet many managers treat interviews as a social conversation.
8- The decision to dismiss an employee is usually difficult and often uncomfortable. Generally speaking, a salon can significantly reduce this risk if there is documentation that an employee has been terminated for legitimate reasons and that salon management acted in good faith during the termination process.
There are many reasons for firing an employee including misconduct and poor job performance. Before firing, take steps to document the problem, using fair rules and procedures. It there is trouble with an employee, it is wise to give written warning—resist firing without notice. However, if immediate action is called for, tell the employee they are suspended— effective immediately—while the problem is investigated.
May be this will help you....
Regards,
Olivia
Business Management Books
From India, Lucknow
There are two very difficult things to deal with as a manger. The first is hiring the right people. The second is firing someone.
There are some basic rules for hiring and firing:
1. Follow the golden rule for bosses: "Everything is fine until I tell you otherwise". This means no unspoken messages. If you have something to say to an employee, tell him or her directly.
2. Work with your employees before firing them. If somebody is under performing, put them on a watch list and explain that you want them to succeed, but that their current path is not good. Meet every two weeks and review progress, document it and get the employee to sign it. After a few months, you will either have a record of improvement or of consistent performance problems.
3. Learn from performance reviews. They are time-consuming and nobody enjoys them, but they can be very effective in spotting problems and improving performance.
4. Hire people who already have a job. They are more likely to work out than those between jobs.
5. The purpose of an interview is to objectively determine the applicant’s suitability for employment. However, hiring decisions are sometimes based on likeability and interview performance— not on how well a person is likely to perform necessary tasks. A good interviewer carefully will assess each candidate based on criteria, not allowing personal rapport to outweigh objectivity. Good interview questions are based on the candidate’s past experience, open-ended, nondiscriminatory, job related and non-leading.
Open-ended. This type of question usually starts with “what,” “how,” “why,” “tell me about” or “give me an example.”
This type of question is effective because it prompts the candidate to give a detailed response.
- Good examples of open-ended questions include:
- “Tell me about a time when you had to persuade your boss to adopt your point of view.”
- “What kinds of decisions are most difficult for you?”
- “What has been your greatest error in judgment?
- What did you learn from this mistake?”
- “What was the most complex project you ever handled and how did you accomplish it?”
6. Use headhunters, but beware of the unwritten rule. Headhunters are reluctant to recruit from companies where they've recently placed people, which could cut you off from huge pools of potential talent. Check who they've been working with.
7. The job interview either can facilitate productive information sharing and give real insight into a candidate’s personality, character and work experience or be an awkward exercise of little or no value. Conducting a proper interview is a learned skill, yet many managers treat interviews as a social conversation.
8- The decision to dismiss an employee is usually difficult and often uncomfortable. Generally speaking, a salon can significantly reduce this risk if there is documentation that an employee has been terminated for legitimate reasons and that salon management acted in good faith during the termination process.
There are many reasons for firing an employee including misconduct and poor job performance. Before firing, take steps to document the problem, using fair rules and procedures. It there is trouble with an employee, it is wise to give written warning—resist firing without notice. However, if immediate action is called for, tell the employee they are suspended— effective immediately—while the problem is investigated.
May be this will help you....
Regards,
Olivia
Business Management Books
From India, Lucknow
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The Hiring and Firing Question and Answer Book.pdf