Underperforming employees can cost your business money, but dismissing an employee without following the law can be even more costly.
Here are a couple of tips to use, and common pitfalls to avoid:
In some industries it is common practice to be involved in several rounds of interviews, and a series of tests, as early investment in getting the right employee is well worth it.
Smaller employers might not be in a position to afford extensive testing, but there are other ways of evaluating the suitability of a candidate.
Make sure you carefully read any candidate’s CV or application form, and prepare questions for an interview that will allow you to get an accurate idea of their knowledge and skills.
Don’t simply assume that because the candidate was ‘‘involved in’’ a project, or ‘‘shared responsibility for’’ a task that they are able to do it unassisted.
Ask them to demonstrate with examples what they have done in the past, and how they will contribute to your organisation.
You should also evaluate the employee’s ability to fit into the organisation.
Consider things like cultural fit, communication skills, motivations, interests, and their ability to work with others.
Having all the skills is no good if the employee won’t follow instructions, work well with others, or is disruptive to existing employees.
It is also a good idea to verify what they tell you, with a reliable reference or background check.
In some instances, it might be appropriate to ask a candidate to demonstrate their skills, by performing short unpaid tasks (like cook a meal, or greet customers).
It is crucial that the employee understands that he or she is not working, and that they have not been offered a job.
Rather they are still being ‘‘interviewed.
This part of the interview process must be reasonable, and you cannot disguise actual work as an interview.
If you need more time to evaluate the employee, a trial period may be more appropriate.
These are a fantastic way to observe an employee in the actual work environment for a more extended period of time.
If it becomes apparent during the trial period that the employee is not suitable, the employer can