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Today : 11.20.2017

 

Helpful advice to employers:Useful recommendations

Get Started. The First Dismissal is Always Tough.

Many entrepreneurs who recently set up their own business admit they couldn't make a step to dismiss. The process was considered to be painful both for them and the dismissed as well as for the employees who stayed with the company. Andrey Davidovich set up his own marketing agency called Market 5 years ago and ever since has had a hard time striking up the conversation about any of the employees' dismissal. Only when the subordinate is drunk or is caught stealing something does Davidovich state his decision in a straightforward way. Otherwise, the general manager of Market implements his own technique which is time consuming though less stressful for the person being dismissed. Paul Kurakhantsev, the Zestleadership Company partner blames the overall managerial phobia which is to lose loyal and committed employees. "The fear of such a loss is destructive, says Kurakhantsev, those who cannot cope with it, can lose the business" The factor that disturbs to act abruptly and bluntly is the informal style of communication typical of fledgling and small-scale organizations. "How can you separate with the person who had been working you from scratch not for money, but for the idea?" asks Alexander Yermoshin the GM of Korsa AC Company manufacturing baths and saunas. According to him, while the business is still in progress each contractor willy-nilly becomes a partner. "I often procrastinate with the dismissal of the unsuitable employee hoping that he will improve", admits Yeroshin. Yet this is just a setback from the serious decision. However the most important thing is to get started. If the first dismissal was beneficial for the business, later the step is made more easily. The IQ Marketing general manager Natalya Stepanyuk clearly remembers how she fired her employee. He kept making mistakes, but shifted the blame on the colleagues and customers. "I could not fire him at once but after a number of critical warnings I did it", recalls Stepanyuk. "After his leaving I envisioned that I had a whole bunch of people similarly harmful for the business. Their dismissal did not boost that much worry". A. Davidovich envisions the "method of chasing" as an incentive to overcome the psychological obstacle. The method makes the employee openly conflict and finally resign. The manager of Market shared his experience when he had to fire one of the 5 employees at the department. "We bought new software and install it in 4 computers, except for the one of the victim", he says. "Or I spread the rumor that everyone at the department gets 20-25% more than the unsuitable employee". As a result the victim shows up at the GM's room asking him to raise his salary referring to the colleagues. "He drives the situation into conflict provoking", says Davidovich. Eventually the employee resigns. This way the manager fired 7 people over 5 years. One more technique of gradual dismissal practiced by Davidovich is to assign undoable tasks and then telling them off for not implementing those. "I am not ashamed to say that I use such a system, as it is a business not personal relationship, explains D. "This way I take care that other employees work in a favorable environment". However, smart tricks are not always acceptable. "After first dismissals I concluded that the most correct way is to kindly separate, says Sergey Nikolayev, the GM of Zolotoy Krendel Confectionary Company .-"Many people who I fired would later turn in to work with us again or would go to work to the partner company". Importantly, it is to bring it home to people that dismissal in not a tragedy, it is the end of one step in the career and the beginning of another, thinks Nikolayev. If the employee will encounter challenges while job hunting, it is better to inform him about the forthcoming dismissal in advance. In the course of this uneasy conversation Paul Kurakhantsev advises to do without criticizing and to stress that it is the company that didn't match rather than the opposite " You should bear the whole responsibility and say that, for example, the management could not motivate the person, says Kurakhantsev, "This move will positively echo on the other employees , will relieve the tension which inevitably stems in the small staff after any dismissal".

When considering downsizing the company personnel, we would recommend referring to our Outplacement service described at our website on the first page of "Employers" section.


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