Struggling with a New Hire's Performance and Behavior: How Can I Navigate Termination?

I am working as an HR professional in a company. My colleague and I interviewed and selected a candidate for the HR executive position. However, her on-the-job performance is not satisfactory, and furthermore, she behaves in a very unprofessional manner with a lack of general etiquette. In her appointment letter, I did not include a clause specifying a probation period.

Assistance Required for Termination Process

Now, please assist me with how I can terminate her and on what grounds.

Waiting for a prompt response.

Regards,
Sonia

First of all, since you are hiring employees in your organization, you need to check whether the employee will be the best fit in terms of nature and behavior.

Since you recruited an HR Executive and are facing problems with her behavior and unprofessionalism, I suggest two options:

1. You need to give her time to show her productivity as she needs to understand the processes and systems, so you cannot terminate her based on performance.

2. If she has good HR skills but will take time to adjust, you can warn her about her behavior. After repetition of such behavior following a warning, you can terminate her or ask her to resign.

But make sure that you don't terminate an employee just because of ego or job profile because it may lead to the loss of talent from the organization.

I finally suggest that you should think over your decision and talk to her personally or counsel her.

Thank you for the early response. However, what about her eating and sitting etiquette? I cannot pinpoint each and everything. When she attended the interview, everything was okay, but I don't know what the problem is now.

If I still want to terminate her, on what grounds can I do the same?

Regards,
Sonia

Steps to Support a New Employee

1. Go for training and train him on how to do his job and how to fit in his job.
2. Set some goals for him.
3. Talk with seniors.
4. Provide extra assistance to him.

Remember, the last stage is termination, not the first stage.

Regards

I am putting forth a completely different viewpoint altogether. When selecting a candidate, you should be cautious. Within months, you may need to terminate them; however, what is the point in ruining someone's career like this? Now, you mention that:

- Her job performance is not satisfactory.
- She behaves in a very unprofessional way.
- General etiquettes are missing.
- Her sitting and eating habits are bad.

Selection Process Concerns

Who was involved in the selection of this candidate? How were all these points missed during the interview process? How many rounds of interviews took place, and what questions were asked? Whoever was involved in the recruitment process, they are all responsible for selecting the wrong candidate and causing a loss to the company.

Termination and Improvement

You can terminate her based on performance; however, give her time to improve. Gather evidence of poor performance and then proceed with termination.

Regards,
DVD

You don't need to look for "excuses" to terminate this colleague of yours. Non-performance, insubordination, and a hostile workplace attitude are good enough reasons to terminate the employee. However, you need to build a case to substantiate your decision by listing incidents related to each of the mentioned behaviors. You may consider giving some time to this colleague by issuing a "Performance Improvement Plan (PIP)."

First of all, I agree with Mr. Divakar. He raises an excellent point that recruitment and initial screening are crucial. As an HR professional, when you plan for recruitment, this process should ensure 50% retention, while the other 50% depends on your package, environment, etc.

Now, since you have recruited a candidate, you must have seen something positive in her, maybe subject knowledge. The issues you are talking about are related to soft skills, which can be trained. The problem of job performance can be solved through constant coaching for a few days. Keep a close watch on daily improvement. If you observe good improvement and quick learning, then try to retain her; otherwise, consider termination.

This is a lesson for every one of us to recruit consciously.

As a general rule, you can give one month's notice of termination or pay one month's salary and terminate from service.

Regards,
D. Gurumurthy
HR/IR Consultant

It is easy to recruit an employee but difficult to dispense with his/her service. I would suggest giving her training as recommended by a senior. If HR is to blame for the wrong selection, then the company must also be held accountable for job stability and security. Immediate pressure and termination could confuse other employees as well.

I would suggest putting pressure in terms of the job profile and allowing her to demonstrate her performance rather than searching for faults to justify termination.

Why not leave the option of termination and instead offer the opportunity to continue with her?

Regards,
Arjun
[Phone Number Removed For Privacy Reasons]

When two people are interviewed and selected, I feel it was absolutely a perfect decision. Nonetheless, there was a perception change after seeing her etiquette. Hence, I can say loudly that 'stereotypes' are working.

A simple solution: send her for one day of 'general etiquette and corporate decorum training,' and see the difference for yourself.

Addressing Unprofessional Behavior and Performance Issues

If you are finding unprofessionalism only in her eating and sitting habits, tell her directly. Inform her that in the future, you will point out such behaviors if they come under observation.

At times, it so happens that just because a person is clumsy, we may feel that they are not even good at work. For example, if she had good habits, would you still have commented on her performance? Try thinking along that line and rate her performance. If her performance is really bad, then find out why.

Steps to Improve Focus and Performance

If she is lacking focus, try giving her one task at a time. Tell her to concentrate on that task only, and slowly she will develop these habits. See if she improves. If she does not, then consider another option: you can think of putting her in another department (of course, wherever she fits).

Training and Evaluation Recommendations

I agree, it is difficult to predict someone's performance. What I suggest is whenever you finalize someone, tell them to come for two weeks of training. Based on their successful completion, they can be recruited. The candidate can at least take a two-week leave from their current company and will not lose their job.

Regards

Adding on to the others, the traits that you have mentioned are common among freshers, especially from rural areas. A lot of companies face these problems. One of the best ways out is to counsel the person, giving importance to the basic code of conduct in an organization and how it can help them reach great heights. Show them the neater side of professionalism and how unprofessional people will be treated in the long run.

Regards,
Uthraa

I wonder why we always go for the final resort. As an HR professional, don't you think we have to develop and retain employees besides resorting to termination?

Approach to Handling Underperformance

Don't be so eager to terminate someone. Give instant feedback and tell her the problems to her face. If she can't understand, initiate a formal performance improvement plan for her. Still, if the problem persists, go for termination. Make sure to have all the documentation on giving feedback and the performance improvement plan. Termination is not a joke.

There are some suggestions from my side. Rather than terminating someone without giving her time to improve herself and adjust to the atmosphere of the company, we should involve some process for 15 days like:

1. Talk to her and understand what the exact problem she is facing.
2. Why she is not comfortable in the environment of the organization leading to unprofessionalism.
3. What kind of support she wants from the company.
4. Have an open talk with her.

I am sure you will get the proper reason, and you will be able to resolve the issue. Some people take time to adjust somewhere, but very soon they become very productive for the organization. Take it in a positive way, and in the worst case, tell her to resign.

Regards,
K212

As an HR Professional, we are recruiting individuals to meet the recruitment quota. However, our personal preferences often influence our assessment of candidates. Factors such as posture and attire should not be grounds for termination. Poor performance must be substantiated as the reason for dismissal. We must prioritize the well-being of individuals and not treat their lives lightly.

Employees who exhibit poor judgment in recruitment should face termination themselves. Dismissed individuals may tarnish the company's reputation when they speak negatively about their experience. Such conduct by HR professionals reflects poorly on the company and distinguishes between reputable and subpar organizations.

Regards,
Manoj Joshi
[Phone Number Removed For Privacy Reasons]

Consider Soft Skills Training Before Termination

Please provide Soft Skills Training and further education for her instead of opting for termination. Once you interview a candidate, you should consider all aspects before recruiting. Termination should be the last resort.

Regards,
R. Sankaranarayanan
Chennai

In my opinion, there is no point in discussing who selected her, why she was selected, or the possibility of a wrong selection at this juncture. The focus now should be on her professionalism and code of conduct. It is possible for any of us to encounter a similar situation after hiring an employee, even if they seemed the best fit during the interview.

You may want to speak to her in person, make her aware of the issues that concern you, and counsel her appropriately. If this has already been done, you may consider issuing a final warning in writing, specifying the areas for improvement and setting a specific timeframe for correction, perhaps one month. It would be beneficial to document references to previous discussions, verbal warnings, and counseling sessions you have had with her. Monitor her behavior closely during this observation period and provide any necessary support to help her meet expectations. Clearly state in the final warning letter that Management reserves the right to terminate her employment if she does not take the warning seriously and continues to exhibit the same behavior. Keep a copy of this letter duly acknowledged by the employee in her personal records.

If the issues persist despite counseling, final warnings, and support provided, retaining her may not be advisable. You can request her to resign voluntarily after the deadline or terminate her employment by providing one month's notice payment.

Regards,
HR Professional.

In my opinion, there is no point in discussing who selected her, why she was selected, or the issue of wrong selection at this stage. The focus now should be on her professionalism and code of conduct. It is possible for any of us to face such a situation after hiring an employee, even if they seemed to be the best fit during the interview.

You may want to speak to her in person, make her aware of the concerns you have, and provide appropriate counseling. If this has already been done, consider issuing a final warning in writing that outlines the areas of concern for improvement and sets a specific timeframe, perhaps one month, within which she is expected to show improvement. It would be helpful to document references to previous discussions, verbal warnings, and counseling sessions. Monitor her behavior closely during this observation period and offer the necessary support for her to meet the expectations. Clearly state in the final warning letter that Management reserves the right to terminate her employment if she does not take the warning seriously and continues to exhibit the same behavior. Keep a copy of this letter duly acknowledged by the employee in her personal records.

If the issues persist despite counseling, warnings, and support, retaining her may no longer be viable. You may request her resignation within a specified timeframe after the deadline or end her employment by providing one month's notice payment.

Regards,
HR Professional.

This will be a very silly ground to terminate any employee. If she is not behaving in a professional way and is missing some etiquette, then it's your moral duty to give her some time to adjust to your company, as this is a very new environment for her. Taking an example from personal life, any newlywed bride who goes to a new home also takes some time to adjust to the new family dynamics.

I do hope that example will help you understand what I want to convey more briefly. So, please don't be rude to a new member.

Thanks & Regards,

Abhay
National HR Head
RH Group Mumbai

HR people are known for creating talent and making dedicated employees out of individuals. All that you need to do is nurture and motivate candidates to act and perform as desired by the organization. Training and space are required for every employee to be comfortable with the work. I hope some time and effort can be put in instead of terminating anyone.

Thanks and regards,

BIJAY

I had a meeting with her, and she said she would improve her on-the-job performance, but I have not seen any changes in her so far. As she is working under me, it seems as if she is more interested in reporting directly to the management. She has only been with the company for 8 days and already wants to report directly to the Managing Director. It is very difficult for me to work with this type of employee.

Please give your suggestions.

Regards,
Preeti

Why are you judging the person in 8 days? You should try to understand the reason for her move towards direct reporting. Is she reporting the matter against you? If yes, then don't wait for things to worsen. Take some action like a warning or advisory letter to her, and then try to build the record.

Regards,
Manoj Joshi
[Phone Number Removed For Privacy Reasons]

There seems to be a serious attitude problem. Do not allow her to report to the MD directly; she has to follow the hierarchy strictly and report to you only. These types of people can pose problems for the organization. After going to the MD, she may insist on reporting directly to the owner of the company or the next higher level. Inform her that she is your subordinate and must strictly follow your instructions. Let her know that no other option is available except to take action.

Keep the top management informed about this attitude and ask them not to support her if she approaches them directly. Let's see if the situation improves.

I believe that people who do not come to work do not contribute to the growth of the organization.

I thought the matter was over. Anyways, it's always better to take higher management into confidence and educate everyone about policy matters, discipline, and the consequences of job failure. Without management support and ethical work practices, these kinds of cases would be on the rise. My advice is to seek management intervention, justify your stance, and your decision as well.

Thanks,
Bijay

Thank you for your replies. I have given her a verbal warning and informed her that she is on a probationary basis for a month. Let's hope for the best.

Thanks and regards,
Sonia