I am HOD-HR and currently facing a problem where i have been asked by my supervisor to let go of a few employees as a result of non consistent performance as well as some issues relating leg pulling and work place politics. some of these employees have performance issues as being HODs or senior they do not have the spark or do not act responsibly. Similarly, some of them hold grudges or remain active as leg pullers to current or even with Ex-employees of the company. We recently conducted a competency mapping where employees were rated and poor performers were highlighted. One of these HODs did not even bother to appear on the assigned date of interview for the same and eventually was rated by HR or supervisor on the previous observations.

As t complete my assigned task, i am supposed to not to mention the reasons just to inform them in polite manner. I may tell them that we are laying off or i could also communicate there termination as is but i am confused as if it is a right thing to do or not. and how should i go by it. your valuable and experienced advice shall be appreciated.

From Pakistan, Muzaffarabad
As this matter is of discipline of the organisation, so I suggest to take action in writing with specific reason. Give them warning letter in polite language that this is the policy matter and we remind you several times to appear for competency interview and also assigned dates for the same, but you didn't bothered to appear or even reply for the same. Now you are requesting you to appear for interview on date mentioned below, if you fails, management is liable to take action against you.
for lay off you have check the law of your state / country. in factory act.

From India, Mumbai
I see you are from Pakistan. If it is correct, then is the law (labour/ employment) similar to Indian law?
From India, Kolkata
Dear sir,

The purpose and objective of competency assignment is primarily to prepare a matrices sheet wrt skill sets desired and on the other side make aware the individuals understand about him and desired levels of skills required for his role, as a role holder.And you need as HR to share with the participants as to what is "as is" position in respect of DESIRED soft skills and also facilitate each of them to improve the gaps by various suggested means noted by facilitator. Anything less or more done against one by your position will be bad on your part. There can not be any expected out put in every case over night. Most of the inputs have been already understood in class room there by individuals so you wait silently , academically to see impact of counseling and inputs wrt skill gaps identified. There will be change in most cases in various ways .You should work in professional manner, I mean, share the data inputs with all participants as a natural course of action without add/ delete to scores cards and feedback as per facilitator.You should also facilitate to sketch a road map and reach out to them so that gap corrections plan supports in letter and spirit.In most of this type of time and costly exercises, HR department does not play its pivotal , needed role as champion thereby things derail from corrective to maintenance perspectives.I observed participants making quarrels with facilitator as they see that something against out of this exercise about him/ her can be if tolerated is like tolerating injustice.This is part and beauty of this exercise.


RDS Yadav

From India, Delhi

Thank you all for your responses.
Yes I did suggest that (To warn before taking final/strict action) Actually the owner of the company wants those persons to leave . . . . If I take the action he is happy, If i suggest /act otherwise, Am gonna be sad (If you know what i mean)

From Pakistan, Muzaffarabad

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