10 questions to ask yourself before dismissing an employee

Are you going to fire an employee? Wait a second.The fact that an employee is not performing according to your expectations could be your problem and not theirs.

Every time you're tempted to fire someone, use that feeling as an opportunity to learn. You must ask how this happened and how you can avoid a repeat.

Here are some questions to ask yourself before saying 'goodbye' to someone:

1. Does the employee know what to do?

This is the first question to ask yourself if the person does not meet your expectations, according to Gary Bradt, executive coach. Leaders often think they are setting clear expectations, when in reality it is not. "Telling someone what to do is not enough. The only way to ensure that the employee knows what to expect is to say in words what are your expectations and how you will measure, "he says. "Usually the problem is here, so check this point first."

2. Does the person have the skills and tools to do the job?

Maybe your employees know what you expect from him, but he has the ability to do so. In that case, be sure to give the right tools and to help you get the job training. If you do not have time or money to give such training, at least make sure to tie the abilities of the person with the demands of work. "Asking someone to do a good job when it lacks the necessary tools is mediocre leadership," says Bradt.

3. Is it a problem of motivation?

Provide training to help an employee improve is good, but when an employee is not motivated may no longer be anything to fix. "Even the best training can not repair an unmotivated employee," says Eric Chester, an expert on staff motivation and author. "So before you dismiss it, be sure that you can not fix the situation."

4. Is there a problem with the hiring process?

Sometimes we blame the person when we look at the process, warns David Goldsmith, an expert on leadership. He suggests taking a look at hiring practices, rethinking the candidates based on their talents and abilities rather than their titles, consider past achievements despite the current circumstances and make improvements in the methodologies of selection to find the best candidates.

5. How good is my initiation process?

When you introduce people to your business, are the bearings in the culture and the way of doing things, or expect to notice it themselves? Does it say what to do if you have questions, or give them a procedure to follow if they are unsure how to respond? "You can save time and money by giving new employees support to be successful and productive from day one, rather than waste time and energy trying to understand how things work," says Bradt.
Related: Lead your employees track

6. Are my expectations are too high?

Before hiring the person you are about to fire, you had an expectation in mind. Was it realistic? Did you hire someone thinking it would be a clone of yours? "Maybe put the rod too high nobody can reach it, and now you act on frustration," says Chester. He suggests rethink your initial expectations and remember that the replacement will not like you.

7. I gave specific feedback based on behavior?

Telling an employee how to improve is a challenge for many employers. However, without proper feedback on what is working and what is not, the improvement is not possible. "For example, imagine throwing golf balls to improve your swing without looking where they fell. How will you know what you need to adjust? "Said Badt. Employees need to share specific feedback to improve performance, and it is your job to give it.

8. Am I rewarding the right behaviors?

Some companies say they want teamwork but reward individual efforts. Some say they want to minimize internal competition, but establish systems of incentive trips that do. "If you're not getting the performance you want from your employees, challenge your reward system to ensure that reinforces the behavior you want," says Bradt. "People who want to dismiss could be doing what the system rewards do them."

9. Did you wash your hands during the process?

Goldsmith cautions leaders to be accessible through any process. "That does not mean that leaders should be above the staff, but they need to be physically or virtually present," he says. If they are not available 24/7 at least should be in contact during certain intervals where employees can approach them and ask them questions and get the necessary support to continue the project. Without such guidance, the employee is bound to fail.

10. Does this person could succeed at another position?

"Imagine if Peyton Manning was used on defense, or if Mick Jagger had to sing opera" suggests Chester. "They would be right in the line of work, but not the position." Maybe that lousy dental assistant could be a great receptionist; or the guy who does not close a sale would create a great promotional copy. Before dismissing, ask yourself if you put a person in the best position to develop their strengths.