Employment Scenario
Joan has been an employee at the company for two years. Over the last seven months, she developed a medical complication, which has kept her away from duty for the seven months during, which she has been on sick leave. She served the sales department as the senior manager, and her absence has stalled the performance of the corporation on this front. The Chief Executive officer of the company is worried that the inefficiency of the sales department is to blame for the recent financial issues that the company is currently experiencing. Therefore, a decision has been reached to terminate Joan’s employment contract.
Stepwise Process of Meeting the Joan
Transition Plan
According to Grote (2016), a timely action plan is desirable in delivering the termination message. For this reason, the meeting with the employee will occur early during the month so that Joan could have enough time to seek employment with other employers. The interests of the company will be at the heart of the action plan, including minimal staff disruption.
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Developing of a Rationale
Joan should be able to understand why she is being fired. In this case, it would be important to understand that her prolonged period of sickness has been impeded her contribution to the company’s productivity (Dessler, 2016).
Breaking the News
During the process, it will be important to be direct to the point about the bad news that the manager has for the employee by saying directly that she has been fired on specific grounds.
Deterring Misdirected Compassion
Compassion can easily be misdirected in the event of dismissal because feelings of empathy are likely disrupt emotional wellbeing and invite self-pity, which might impact her ability to find a new job.
References
Dessler, G. (2016). Human Resource Management. 15 th Edition. New York, NY: Pearson
Grote, D. (2016). A Step-by-Step Guide to Firing Someone. Retrieved 12 February 2020, from https://hbr.org/2016/02/a-step-by-step-guide-to-firing-someone
