Dismissal Meeting Essay

1. Propose three ways that a handler can struggle with any negative emotions that may accompany an employee layoff. Layoffs ar tough for some(prenominal) the employee being set(p) off and the company for which he/she conveyed. The situation causes so much uncertainty amongst the rest employees. The beliefing among the employees is if this happened to them this could happen to me as well. gibe to Johnson (n.d.), There is a major disruption in the status quo relationships ar severed, proceed is redistributed with a probable increase in every stars workload. We as human fear the unknown and testament ultimately feel that its bound to happen again and leave behinding remain on edge until reassured it wont happen. Three ways the manager can cope with any negative emotions ar communicate with remaining employees, dispel any rumors, and stop employees to vent. During these difficult magazines its grievous that management has constant communication with their staff. According to Butcher (2008), around employees motive to know what forget be happening to them, especially whether they allow for they be laid off.Each one of the hold out employees wants to know whats leaving on no one wants to be left come forth. When there is something perceived to be a cover up the employees atomic number 18 restless. When the employees are uneasy panic and hysteria sets in and production levels go down. The moment employees hire wind of the layoffs or terminations the rumors entrust start to fly. It all stems from fear of losing their hypothesizes. Employees live on untrustworthy of management, so until management presents themselves as trustworthy, employees will continue to spill the beans and spread rumors. Management has to step and in let the employees know the uprightness near what has happened and what will come next. If there is projected to be much layoffs then management should let them know. If there wont be more layoffs management should co mmunicate that to the employees as well. The surmount coping weapon for negative emotions would be to let the person vent. If management allows the employees to vent, this will diminish the frustration amongst the remaining members of the team.Management should conduct a meeting with the employees and allow them to share their feelings. at a time management has an idea of how the employees feel they can assume proper action to deal with the situation. Communication shouldnt be one sided. Each side has to share what they believe is important.2. Describe a bit-by-bit parade of conducting the dismissal meeting. There are many steps to disciplining and employee. Usually, the concluding step in the content process is the dismissal of the employee. In a situation, where the employer doesnt believe the employee should continue handicraft with the company the dismissal process begins. According to Heathfield (n.d.), Some generation, however, terminating a staff persons piece of work is the best step to take for your organization. Often times, when the employee isnt a best travel for the organization management has to make the decision to trim the fat. Once its been determined the employee will be terminated for whatever reason.Whether it is for cause or non-performance, there is a process in which this shall be conducted. The manager has to history a meeting, inform the employee of termination, allow the employee to speak, and collect company property and capture the employee escorted off. The manager has to be diligent in scheduling the meeting. Most ofttimes practice is to schedule the meeting for the end of the day. This allows the manager to minimize the contingency the termination of the employee may disturb the work environment. In the event, the employee has a good enough relationship with the other employees the others may become upset. The meeting should be plan for the employee on a day in which the employee works.Depending on the prefe rred rule of communication the manager should contact the employee as soon as possible. Once the meeting has been determined the manager should pick a location in which the meeting can be conducted. The preference is a location in which there will be some type of barrier between the manager and the employee. The manager should position the room in much(prenominal) a way that the employee doesnt sire to cross paths once the meeting has ended. art object the meeting is going the manager should open the meeting explaining the reason for which they are meeting. After the manager has discussed with the employee the reason for termination it is important to allow the employee to verbalize his/her feelings. During this time the employee is allowed to say something in his/her defense. Also allows the employee to vent frustration about the termination.This will lessen the likelihood that employee will try some variety show of retaliation. Additionally, is there was some misundersta nding on either the manager or the employees part this would be the time to clear it up. The next step is a combination of two, have the employee return company property. Someone should accompany the employee to his/her work area/location to assure company property has been properly returned and his/her person-to-person property has been gathered. Making sure the personal property has been attained will deter the former employee from coming back. The second part would to have the former employee escorted out. In situations like these, it may be best to have person the employee has a close relationship escort them out.3. Determine the compensation that the factitious company may provide to the separated employee. Majority of the people in the workforce today, are doing so because they have to. Everyone has bills and expenses that have to be stipendiary regularly. With this being said, everyone needs a steady income. Without a steady income individuals will fall behind and face ma jor issues. So when it comes to employees being laid off from work employers should assist with some type of temporary compensation. In most cases, employers provide severance pay pay accrued leave, and unemployment benefits. Most employers have severance packages set up for employees in the event the employment has to be terminated earlier than expected. According to Yuille, (2012), The severance pay offered is typically one to two weeks for every year worked but can be more.In most cases to received severance an employee will have had to work for the employer for more than a year. Employers should offer pretty reasonable packages depending on the job trade and the economic climate. Most employers offer a benefits package for its employees. These are the things that attract talent to a particular employer. Within the benefits package there should be a leave option. The leave option should be a reasonable about of leaver per time worked. In the government workforce, when employment is terminated the amount of leave not taken is paid out at the rate in which the person works based on the number of hours of leave. Unemployment benefits mainly focus around two major separate of employee compensation and health benefits.The first of the two is the weekly unemployment payment ordinarily received from the state in which the person has been employed for the amount of time in which it requires to receive the benefit. The Consolidated Omnibus Budget Reconciliation human action (COBRA) allows for temporary continuation of health insurance. However, it isnt subsidized like it would have been while employed. The individual has to pay a much higher support when paying as unemployed. 4. Using Microsoft Word or an equivalent such as Open Office, create a chart that depicts the timeline of the disbursement of the compensation. cop Appendix A5. Predict three ways that this layoff may pertain the company. In most cases, companies lay off employees to save money. Most times layoffs are cod to slow in production or a drop in revenue. Its always ugly business on both ends of the deal. The employees are out of a job and the company is out of workers. Three ways layoffs may affect a company are lower moral, loss in production, and cost to retrain. When there is a layoff the surviving employees tend to become a bit worried about what will happen to them next. According to Matthews (2002), The effects of layoffs on surviving employees have a less obvious, but still important, short-term financial impact. Morale right away affects productivity. When the employees feel that their job is in danger they tend to focus on things other than work. Production is the main focus of any companys operation.Production is what makes money for the company. If the employees arent focused on production it will slow considerably causing the company to lose money. The effects of the layoff will cause the company to lose more money than they anticipated. In the long run , the company will lose money on production due to low morale and lack of focus. Once production starts to pick up again the company will need to hire more workers. This progress in production will cause the company to need more workers to handle the load. The money spent on recruiting and training will suck up the money that was supposed to be saved by the company. Matthews also said, The employer will pay a premium price for attracting valuable replacements, including the cost of recruiting and top candidates. The layoffs prove to be more costly than keeping the staff on and lowering their pay.ReferencesButcher, D. (2008, November 13). 5 Strategies for managing employees after layoffs. Industry market trends. Industry market trends rss. Retrieved from http//news.thomasnet.com/IMT/2008/11/13/5-strategies-for-employers-managing-surviving-employees-after-layoffs/ Heathfield, S. (n.d.). How to fire with compassion and class. About.com human resources. Retrieved from http//humanreso urces.about.com/od/discipline/a/firecompassion.htm Johnson, D. W. (n.d.). The emotional impact of lay-offs and non-renewals. University of Minnesota. Retrieved February 10, 2014, from http//www3.crk.umn.edu/humanresources/Documents/Emotional%20Impact%20of%20Layoffs.pdf Matthews, C. (2002, July 19). The real cost of layoffs by carole matthews inc.com. Retrieved from http//www.inc.com/articles/2002/07/24434. Yuille, B. (2012, September 24). The layoff payoff A severance package. Investopedia. Retrieved from http//www.investopedia.com/articles/pf/08/negotiating-severance-agreements.asp