We have a situation where we'd like to let someone go even though the person has shown some recent improvement in areas we identified with them as problematic.  While there is some improvement, some larger issues we've discussed continue to be a problem and we don't anticipate any improvement in these other areas.

What recommendations would you have for this situation? Do we acknowledge their improvement in some areas when letting them go? What if we don't say anything ourselves but they ask when being let go, "but I've improved..?" 

We're concerned that the firing may be somewhat of a surprise because there has been some improvement even though we've identified and discussed other issues that continue to be a problem.



jhack's picture

Have you listened to the "Late stage coaching" podcasts?

John Hack

CanadianFF's picture

 Having a performance improvement plan in place for a under performing employee is a must. It clearly sets out the expectations and milestones that have to be reached to successful continue with the company.  In this case you would be able to show that although progress was made it was not at the pace expected and not in all areas.  It also documents the process and its signed to show agreement. This gives you a solid case to move forward with dismissal.

Rich. R