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How long after I’ve fired someone… Part 2 – Resourcing
No CommentsHow long after I’ve fired someone can I reemploy them? Part 2
The last blog suggested it would be bad practice to re-employ someone you’ve fired.
The outcome of the statement, ‘How long after I’ve fired someone, can I reemploy them?’ sets a new challenge. There is an identified need to have someone replace the person who left the job.
You need to recruit.
The objective is to bring a new team member into the organisation:
- They need to have the capability of undertaking the skills required to fulfil the role.
- They will work alongside the workforce already employed.
- They should satisfy the expectations of the Manager.
Accomplishing these needs and requirements can fill you with a sense of dread:
- Is there anyone out there who will ‘fit the brief’
- ‘I don’t have the time to do this… it might not get us anywhere, so will be a waste’
- Will the candidate exhibit the qualities to work in this role?
- How will we train a new member of staff?
- They won’t fit in with the rest of the team.
Undoubtedly change will result.
Unless you’re heading to the pub on Friday lunchtime, where you know there are a wealth of candidates waiting for you to recruit them to start on Monday, your time is going to be eaten up in the process of selecting a new team member.
You could do it yourself. But what is the cost of your time in advertising, sifting through applications and potentially upskilling to enhance the process of finding the right person.
As you have the better judgement regarding the ‘best fit’ for your organisation, having the final say is important for you.
It is why recruitment agencies are in business. They have the specialism to identify the right fit for the role, and concentrate on filling your role, often at a cost of 10 – 20% of the 1st year’s salary.
On the other hand, utilising a HR consultancy with a holistic outlook to develop covert knowledge about your company and how it ticks, and understands your expectation will alleviate many of the potholes encountered in all aspects of employing people.
Using the knowledge of a HR professional to assist in the recruiting process will lessen your burden. By gaining an understanding of the ethos and culture of the company, and acquiring detailed comprehension of necessary attributes and preferences to enrich the team, the right person can be put forward for the right job. A professional HR Consultant won’t pass every applicant for you to see, they will only forward those who will ‘fit’.
The result?
Selecting from two candidates, on paper (or email!) and at interview stage makes the decision process simpler for you.
A new team member should become a healthy addition as they are likely to bring with them a fresh perspective, new ways of working and often will want to make a difference to gain acceptance within their role.
Once they begin, the process of ‘onboarding’, encompassing induction, training and learning the role leads us to the next blog subject… development.
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How long after I’ve fired someone… Part 1 – Employee Relations
No CommentsHow long after I’ve fired someone can I reemploy them?
Our team were discussing some of the questions we’d been asked by departmental managers in our capacity as HR professionals over the course of our careers. There are so many queries, and very often our responses to the encounters can be answered simply.
No question is a silly question. How we respond is the important element. This source keeps HR professionals busy.
If Business Owners, Supervisors, Heads of Department, Managers and even Board Members knew the answers in people management, there would not be a need for HR Business Partners or HR Advisors.
So how to deal with this manager’s query. ‘After I’ve sacked a member of staff, how long should I wait before I can reemploy that person?’
My first reaction would be, ‘Never’.
But that’s a quick fix. The problem lies deeper within the organisation and in this instance was why HR was being introduced. The board had recognised a gap in managing its’ people.
Deciphering why the person’s employment was terminated is the key.
Perhaps the manager had ‘fired’ the individual to set an example for bad behaviour; or lateness; or on the spur of the moment in the middle of a bad day. A foolhardy approach means everyone loses.
Maybe the team member deserved to be ‘fired’. They might have stolen something, or caused a fight at work.
You wouldn’t ever want a person who acts in this way to return to their post. They have the potential to wreak havoc in your business. (If this was the circumstance, the issue would follow on to involve recruitment, which is a different story…)
HR Professionals coach managers; we offer advice about how to deal with conflicts and disputes with staff. We get involved and solve the problems. We endeavour to get the best out of everyone, to make your life less complicated, so you may focus on your role in the business.
The outcome?
Achieving a Win : Win is the best answer to the original question. Before you fire a member of staff, if its spur of the moment or you are fed up of continually putting up with issues you aren’t happy with, contact your HR Advisor.
The likelihood is you’ll be in a better position because you haven’t lost your talented team member, and they won’t be disgruntled with your company, on the job market, searching for a new role.
The challenge for any HR Professional is in offering the right guideline of how to manage staff. This might mean developing systems and communicating the change to all. But ultimately there is a need to set parameters for both parties, allowing a status quo for everyone within your organisation.
Asking the question, was a simple step in the path to being successful. No question is a silly question.
