Issue 14 - November 2003

Success file by Bob Levoy
Dealing with ‘marginally satisfactory’ employees

Typical chiropractic practices are small businesses that employ few workers. But that doesn’t exempt them from having one or more “marginally satisfactory” employees who fail to “carry their weight.”

These employees hold down productivity and profitability and often cause resentment among other staff members who have to make up for their deficiencies. Surprisingly, however, many marginally satisfactory employees are totally unaware of the problems they create for others.

Here’s how to correct the problem:

1 Schedule a performance review. During that review, put the borderline employee on notice that his or her performance is not what it should be. Be specific about the cause of the problem. Agree on what improvements and additional training if any, are needed as well as the the time frame to complete them.

2 Document everything. Record the date of the meeting and the substance of your discussion.

For some marginally satisfactory employees, the meeting will be a “wake-up call” and lead to improvement. If, however, the desired changes aren’t made by the agreed-upon date, schedule a follow-up performance review.

If improvement is still not forthcoming, you’ll have a documented basis for termination.

3 Never fire an employee when you are angry. Take time to calm down and evaluate your decision.

4 ‘Out the door fast.’ The end of the day is preferred to avoid embarrassment for the employee.

Mondays are preferred to Fridays so the person can go out on Tuesday to look for other work.

5 Do it now. Two weeks notice? No. Professionals agree it’s a mistake.

Unless the employee is being fired for intentional wrongdoing, give the person appropriate severance pay and ask him or her to leave immediately.

6 Keep the termination meeting brief. Stick to facts rather than feelings. Your opinions about a person’s “attitude” or “personality” are debatable and will accomplish little except to hurt the person’s feelings.

Simply express disappointment that things have not changed since the last performance review and that you have no alternative but to terminate employment. If appropriate, express regret that you don’t have a job opening more suited to the person’s qualifications.

7 Tell other employees about your decision. But keep the explanation simple — “It didn’t work out.” Ask for your staff’s support until you find a replacement.

Hard-learned lessons: I’ve never known a chiropractor who felt he or she fired an employee prematurely. On the contrary, most say they waited too long to do it. Neither have I known one who wished he or she had a dismissed employee back on the payroll.

Bob Levoy is a seminar speaker and writer. He can be reached at 516- 626-1353.