Dinesh Divekar
Business Mentor, Consultant And Trainer
Saswatabanerjee
Partner - Risk Management
Greekrajnaren
Professional
Aruna AeroSoft
Asst. Hr Manager
+1 Other

Thread Started by #Aruna AeroSoft

Hi, I am Hr of one Chinese company. On 9th October I have hired one person for admin executive. At the time of interview he was good but now I can see he desn't know anything. I have given probation of 3 months and have also mentioned in offer letter that you may be terminated if you will be not up to the mark.
Please suggest how to terminate him.
Many Thanks
Aruna Sharma
18th October 2014 From India, Patna
If you have a probation period and the terms of appointment provide for termination without notice during this period, then you can terminate him with immediate effect as per that letter.
If you put the reason then you need to follow principals of natural justice and give him an opportunity of being heard.
23rd October 2014 From India, Mumbai
Dear Aruna,

Saswata has replied your query. However, I would like to give opposite viewpoint.

Person is hired on 9th Oct and on 18th Oct, you raise a query on public forum for the termination of that person. If just nine days are sufficient to make your opinion that this person will not deliver a desired level of performance then is this not under-performance of the persons involved in the recruitment? Why you are selective in taking action for under-performance? Job candidate was good at interview but not in actual work then this exposes the poor interviewing skills of the interviewer. If you remove a newly joined employee then you need to impose some penalty on the persons involved in the wrong recruitment and it should be equivalent to the cost of the recruitment.

My forthrightness you may not like however, the trouble with Indian HR is that they lack cost-consciousness on the various counts like cost of recruitment, cost of training, cost of conflict etc. My objective of this reply was to generate awareness on this count. Hence the reply. Intention was not to rub you wrong way.

Thanks,

Dinesh V Divekar


23rd October 2014 From India, Bangalore
Yes Dinesh,
The interviewer was inefficient or probably got fooled.
One problem is that you can't actually get during interview what the person is actually capable of delivery, specially in things like admin. Has happened to me once. Recruited someone who was ethically unfit and in terms of execution ability completely useless. But during the interview claimed to have done similar work for a reasonably large company. She claimed to in charge of admin, but was probably only repeating what she has seen others do .....
I ahve also seen a guy kicked out of our office for being useless being recruited by a large consulting firm simply because he worked with us and claimed to have done xyz stuff. They recruited him at 60% more than we were paying ! I pity his reporting manager.
In this case, my sympathy would be on the new recruit. He left a job to join another and soon will have none .....

23rd October 2014 From India, Mumbai
Dear Saswata,

Problems of this kind arise when systematic training on interview handling skills is conducted for the interviewers. The second reason of this problem is as stated in my earlier post that the cost of poor recruitment is not measured. When this cost is recorded, there is obvious pressure on the interviewers to avoid wrong recruitment.

The best method to filter the unworthy candidates is to conduct the behavioural interview. When I impart the training on "Behavioural Interviewing", I show one practical example of how to conduct the interview. I tell one of the participants to come forward and tell him or her to be my interviewee. In the interview, I ask behavioural questions. On completion of the role play while giving feedback, I ask the participant (who acted as interviewee) whether there was scope to tell lies. My all past participant have told that the way you question it leaves no room for concocting answers. The real strength of interviewer lies there. However, it comes with immense practice and you need to work under those kind of managers who have mastered this art.

Thanks,

Dinesh Divekar
23rd October 2014 From India, Bangalore
Hi Aruna,

Once you have lost confidence in the person, it is better to get rid of the person, without much loss of time. It is no doubt true that 10 days period is too short to take a decision and one should give a fair chance to a person. However, certain acts of omission and commission, may indicate whether the person has been a wrong choice?. During an interview,sometimes the interviewer gets fooled or the interviewee. There are cases where the candidate selected is disillusioned by the company he has joined and wants to run away. No interview board or an individual can claim that mistakes cannot happen.

In our own case, we had appointed a very senior executive on a high salary. After one month we got authentic information that he had got involved with suppliers. After our own verification, we simply asked him to go invoking the termination clause. In the normal course, one should have asked the person to explain. However, considering the gravity and also the facts that further investigation was not necessary we got rid of the person. It was a case of good riddance.

In your case you are at liberty to terminate the person by invoking the termination clause mentioned in the appointment letter.

Cyril
23rd October 2014 From India, Nagpur
#Anonymous
Many times I have noticed that candidates claim a lot of things and the interviewee fails to probe further. It is not difficult to probe what he actually did. Get into details. For example, in case he claims that he managed a housekeeping contractor, then start asking him how did he freeze on the contractor. What was the competition in selecting the contractor. How many people did the housekeeping contractor engage. How many people per square metre carpet area were freezed as manpower required and what was the percentage given as service charge. What is the cost of cleaning material and what are the brands.Start calculating in front of him. You will find him fumbling. Similarly do it for all the areas of admin, like travel, courier, hotel et al.

But, before that, the interviewer needs to do his homework and find out the areas of admin one has to handle and get into all the details. Just a superficial knowledge of the interviewer will fetch you a superficial guy.

In fact, we were recruiting a civil engineer. Everyone cleared him including the reporting boss. But the commercial head and I as head of HR rejected him, because we figured out that he did not have the competencies that we required. When we started probing on BOQ's and the costs per square feet etc, manpower requirement for the project, estimation etc he started fumbling. He then confessed that he was just a site supervisor and had no clue about Civil department in a corporate set up.

And the role of HR is to ensure that the panel which interviews the candidate is truly competent and capable. That is where consultants like Dinesh Divekar can play a role. They could equip your interview panel members with the requisite interviewing skills by coaching them regularly, since when it is done internally, HOD's tend to avoid attending such programs.
23rd October 2014 From Indonesia, Jakarta
Dear Aruna,
In case, You are not happy with the performance, issue him a performance memo. listing that gaps in his performance and the expectation, You can couple it with a one to one discussion on the same.
In the memo, give him sufficient time to make amends. mention that incase corrective is not taken, it may result in non cofirmation in services.
regds
Vineet
1st November 2014 From China
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