The first mistake is stretching the process out for too long.
There is a known example where a company regularly imposed disciplinary sanctions on an employee and this lasted for three years, but the dismissal never occurred.
Dismissal is an unpleasant process for both parties. You have to part with people who have worked in the company for many years. Often, as a manager, you have doubts about the correctness of the decisions you make. For the employee himself, this can become a big problem, someone will even hate you. And here the worst thing you can do is to drag out the process too much. Then it will only get worse for everyone.
When you have already made purchase shareholder database a firm decision to fire an employee, procrastination takes up a lot of internal energy and time. You could have spent it on productive work, communicating with other team members, talking about how to prevent similar situations in the future. But instead, you are running thoughts around and around in your head about how to finally carry out this dismissal (with which, as a manager, you have already internally come to terms).
The second mistake is an insincere attitude towards subordinates
The point is that sincerity should begin in the process of cooperation. Then, for the employee, the moment of dismissal will not be such a big tragedy. And it will be easier for the manager to speak frankly with the subordinate.
But if the company does not initially establish normal objective feedback, then at some point you will mix up the human qualities of people and their attitude to work. As a result, you will have to face the fact that it is psychologically difficult to fire a bad employee, because he is still a good person.
6 Mistakes When Firing an Employee
There are frequent cases when a manager, trying to look white and fluffy, tries to hide the real reason for dismissal from an employee. He starts telling him fairy tales about restructuring, refers to higher management or complaints from other members of the team. But this does not make it any easier for the person being dismissed, and the aftertaste from the actions of the immediate manager will still remain bad.
It can also be the other way around: sincere conversations only make an employee angry. The person is already on edge: they are fired and at the same time they try to have heart-to-heart talks. But such a reaction is rather rare. Here, much depends on the competently constructed line of behavior of the manager. To avoid accusa