Em­ploy­ment per­for­mance


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:

Pre-em­ploy­ment checks

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.

Trial pe­ri­ods

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

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