Hitting the ways on how to retain an employee is absolutely more difficult than ever before. But one thing is evident — businesses that can effectively identify and pay their best performers and provide feasible incentive programs will definitely win the retention battle.
In reality, people may come and go in a certain organization. Every company is faced with unending series of employee resignation or dismissal announcements. Whether the grounds for such cases is based on one’s search for greener pastures or for more secured futures, nobody can dismiss the fact that these events can still create a great impact on the operational mode of businesses.
So what is the bottom line of all these mess? Aside from full compensation benefits for the employees, it is best to identify achievements and skills through incentive programs.
Incentive programs are considered as the great-pound brute of retention. In fact, experts say that giving incentive programs can absolutely motivate people to work harder and deliver better results.
Incentive programs are obviously the most prevailing weapon in the industry. However, just like the other weapons endowed with great power, when used wrongly can do more harm than good.
Incentive programs when spread evenly in a certain group of employees may create confusion, insult, and preconceived notion. Of course, top performers would feel snubbed because others were given the same amount of incentive even if they have not exerted the same effort like they did.
Moreover, people who have not yet proven their worth to receive such incentive programs will have an impression than they too can be rewarded just by showing up.
The idea of a true and efficient incentive program should focus more on distinguished performance, free from biased-treatment and unscrupulous evaluation. Effective incentive programs should be based individual achievements.
It is also important that employees should know how they were rated and why such incentive programs were given. In this way, employees can clearly assess the things that they can do to improve their performance, which will result to greater incentives.
In companies where employee’s incentive programs moves in fundamental lockstep, a mechanical and influential deterrent can be created. On the other hand, really gratifying carrying out of functions obtains the reverse result by increasing the performance level and instigating others to go beyond the line. This will be triggered more by various incentive programs.
Moreover, incentive programs should encourage employees to develop full concern for the company. These programs should not make them see rewards as forms of greed but more as a type of connection that will link the employee to his organization.
Business experts say that giving out incentive programs will be totally useless if the employee will not develop concern for the company.
With this, incentive programs should not focus more on materialistic rewards, such as money and other tangible items. Incentive programs could go as far as giving more challenging tasks and convenience in their work environment.
Incentive programs can be as diverse as they can be. The most important factor to remember here is that when implementing incentive programs, the management should be able to create a better working environment for everybody and achieve the highest standards of employee retention to foster stable operation.
Keep in mind that frequent resignation and dismissal of employees can be devastating. Hence, incentive programs can balance everything and maintain quality people.
Friday, September 12, 2008
Employee Communication: 3 Ways To Create Transformation In Organizations
There are two distinct ways to use employee communication; one is to inform employees about what is happening in an organization, the other is to engage employees in the process of change. In this article we are going to highlight 3 case studies that demonstrate clearly the different techniques and approaches to ensure that your employee communication strategies bring about transformation in your organization.
Employee Communication Case Study 1: At this telecommunications manufacturing plant, the company decided to involve employees in the organizational changes that were taking place. The company is involved in high technology and has approximately 1,900 employees. After a senior management workshop it was decided that a customer service change programme be developed.
One of the methods introduced was the round table concept. The communications team organised for 18 people from a specific area to have a 90 minute meeting with senior managers. However, the key to the success of these meetings was that the employees did most of the talking and the senior managers, most of the listening. The organization planned to learn from these meetings what the barriers were to success and customer satisfaction. Over a 10 week period, 50 round tables were scheduled. At the completion of this exercise, approximately one third of the total of the organization’s workforce were involved in the round tables. Participants in the round table programme were selected from every employment level with a balanced representation of gender and race.
Patterns in the issues that were raised began to emerge and senior management began to take notice of what were to become the main elements of the customer service change programme. What was critical with this approach was that soon after the round table program of 10 weeks, employees began to actually see their suggestions adopted, and changes taking place. To supplement the face to face meetings with managers, a bi-weekly newsletter was produced. Each issue was 2 pages in length and included a dedicated space for employees to make suggestions to managers for improvement in customer service.
Employee Communication Case Study 2: This hospital wanted to cut costs and at the same time ensure that patients were not adversely impacted by the changes. It was also a major provider of healthcare in a small community so it was essential that the reputation of high quality care was not reduced.
So they sought feedback using focus groups, telephone surveys and also contacting the carers. Three key attributes in patient care came up as the main contributors to patient satisfaction. The hospital staff concentrated on improving these 3 areas whilst still reducing costs. Cross functional teams were established with employees volunteering to take part. An employee with strong project management skills was selected to lead each team. A list of options to improve the experience of the patients was presented to management with details of costings and timeframes for implementation. Agreement was reached on the changes and the senior management team ensured line managers were not blockers to the changes.
Employee Communication Case Study 3: The main objective of this strategy was to educate staff in reading and understanding the company financial statements and how they directly related to the work that they were doing. The other minor objective was the need for employees in other departments to understand how what they did impacted on the remainder of the organization and the bottom line.
Employees from all areas were encouraged to review the company books and financial statements. An extension of this policy was to talk with all employees in groups and discuss what the figures meant, specifically how they related to the work that they were doing and then to the big picture of the organization’s profitability. The strategy was more than an attempt to educate the workforce; rather it focussed on action plans when the budgets and finances were off course for their particular area. The staff would then look at their operations and how they could do things differently to remedy the situation. This method included training on understanding financial reports, which has the benefit not only of learning how to read the financial statements of the organization but also what action the team in each department could take to change the financial outcomes. Copies of the financial statements were distributed to employees once there was recognition that they would understand what was being conveyed. By understanding and teaching employees the direct relationship between their work and the financial results of the organization they are more inclined to understand the message.
Finally the role of the communicator is to ensure that all employees have understood the key message and that it means something to them. Employee communication is all about using a variety of methods and techniques to ensure that no matter how complex, long term or risky the message is, the desired outcome for the organization will be achieved. Employee engagement and employee communication are uniquely connected and by combining the two outstanding results can be achieved.
Employee Communication Case Study 1: At this telecommunications manufacturing plant, the company decided to involve employees in the organizational changes that were taking place. The company is involved in high technology and has approximately 1,900 employees. After a senior management workshop it was decided that a customer service change programme be developed.
One of the methods introduced was the round table concept. The communications team organised for 18 people from a specific area to have a 90 minute meeting with senior managers. However, the key to the success of these meetings was that the employees did most of the talking and the senior managers, most of the listening. The organization planned to learn from these meetings what the barriers were to success and customer satisfaction. Over a 10 week period, 50 round tables were scheduled. At the completion of this exercise, approximately one third of the total of the organization’s workforce were involved in the round tables. Participants in the round table programme were selected from every employment level with a balanced representation of gender and race.
Patterns in the issues that were raised began to emerge and senior management began to take notice of what were to become the main elements of the customer service change programme. What was critical with this approach was that soon after the round table program of 10 weeks, employees began to actually see their suggestions adopted, and changes taking place. To supplement the face to face meetings with managers, a bi-weekly newsletter was produced. Each issue was 2 pages in length and included a dedicated space for employees to make suggestions to managers for improvement in customer service.
Employee Communication Case Study 2: This hospital wanted to cut costs and at the same time ensure that patients were not adversely impacted by the changes. It was also a major provider of healthcare in a small community so it was essential that the reputation of high quality care was not reduced.
So they sought feedback using focus groups, telephone surveys and also contacting the carers. Three key attributes in patient care came up as the main contributors to patient satisfaction. The hospital staff concentrated on improving these 3 areas whilst still reducing costs. Cross functional teams were established with employees volunteering to take part. An employee with strong project management skills was selected to lead each team. A list of options to improve the experience of the patients was presented to management with details of costings and timeframes for implementation. Agreement was reached on the changes and the senior management team ensured line managers were not blockers to the changes.
Employee Communication Case Study 3: The main objective of this strategy was to educate staff in reading and understanding the company financial statements and how they directly related to the work that they were doing. The other minor objective was the need for employees in other departments to understand how what they did impacted on the remainder of the organization and the bottom line.
Employees from all areas were encouraged to review the company books and financial statements. An extension of this policy was to talk with all employees in groups and discuss what the figures meant, specifically how they related to the work that they were doing and then to the big picture of the organization’s profitability. The strategy was more than an attempt to educate the workforce; rather it focussed on action plans when the budgets and finances were off course for their particular area. The staff would then look at their operations and how they could do things differently to remedy the situation. This method included training on understanding financial reports, which has the benefit not only of learning how to read the financial statements of the organization but also what action the team in each department could take to change the financial outcomes. Copies of the financial statements were distributed to employees once there was recognition that they would understand what was being conveyed. By understanding and teaching employees the direct relationship between their work and the financial results of the organization they are more inclined to understand the message.
Finally the role of the communicator is to ensure that all employees have understood the key message and that it means something to them. Employee communication is all about using a variety of methods and techniques to ensure that no matter how complex, long term or risky the message is, the desired outcome for the organization will be achieved. Employee engagement and employee communication are uniquely connected and by combining the two outstanding results can be achieved.
Employee Communication: 5 Ways Leaders Can Communicate Change
I am often asked about the role of the CEO or leader of any organization in employee communication. My opinion is that no matter what the issue is, even if it is just business as usual, having a good communicator as a CEO is critical to impact the culture of an organization in a positive way.
Lets start with looking at some scenarios. These can include a merger or acquisition, an organizational crisis, announcement of annual financial results, corporate social responsibility or even trying to create a culture of innovation.
My contention is that no matter what the issue, here are 5 ways that your CEO can communicate with employees and achieve positive outcomes each time. Most of the methods listed below involve face to face dialogue to ensure the greatest engagement.
1. Staff Forums – Otherwise known as “Town Halls” these are opportunities for the CEO and Senior Management team to visit employees in all locations and address the real issues and concerns of staff as well as communicating the big picture. Employee communication tips include handing out cards to attendees so that the questions can be addressed after a break in proceedings, tailoring the presentation in part to the unique situation in the particular region the CEO is visiting and following up any issues that cannot be answered at the time.
2. Site Visits – These are an excellent employee communication tool for the CEO to find out specifically from the frontline exactly what the issues and concerns are of a particular region or department. The key is not only to spend time with the leadership team but also to sit with employees and find out what they are working on and inviting them to suggest innovative ways of doing things differently. CEOs' rarely spend time communicating with employees and this is one way to break down perceptions and encourage two way communication.
3. Employee Achievement – Another way the CEO can communicate change is to support and encourage employees personally for their achievements. These maybe directly related to the issue at hand and by taking time out to recognize high achievers or change agents it sends a strong message to all employees that the CEO will reward those who support and are engaged in the change agenda.
4. Leaderships Forums – One of the smartest things an CEO can do during times of change is to communicate with his / her leadership team. I have always found that employee communication strategies need to be pitched at different levels and with different strategies to suit the role and expectations of the employees. When we think of change it is the leadership team that will drive it, from regional managers, state managers to frontline supervisors it is important that the CEO communicates face to face with the leadership team to be very clear about his or her expectation of them during times of change. One employee communication tip here is that face to face one on one meetings be held with the direct reports to the CEO and the next level down; it is a very powerful tool and has maximum impact.
5. CEO Blog – Finally where would we be if we did not mention some form of technology driven communication tool. A CEO blog is very effective if it is used to support and report on the transformation process whilst the employee engagement strategy is underway. For example the CEO has one on one meetings with the leadership team, he / she then reports in the Blog on the key messages and expectations. The CEO begins visits to each region and reports back on the Blog the key observations and achievements of employees and so on. Employee communication tools to inform are always a back up and support to the real communication taking place, the employee communication engagement strategies as listed in points 1 – 4 above.
The methods suggested above also achieve another goal often neglected in employee communication. As this is the opportunity for the CEO to find out what people at all levels of the organization really think about a particular issue, it will cause the CEO to think differently next time about the importance of employee communication and will ensure that change communication is addressed at the planning phase of any major organizational change.
Lets start with looking at some scenarios. These can include a merger or acquisition, an organizational crisis, announcement of annual financial results, corporate social responsibility or even trying to create a culture of innovation.
My contention is that no matter what the issue, here are 5 ways that your CEO can communicate with employees and achieve positive outcomes each time. Most of the methods listed below involve face to face dialogue to ensure the greatest engagement.
1. Staff Forums – Otherwise known as “Town Halls” these are opportunities for the CEO and Senior Management team to visit employees in all locations and address the real issues and concerns of staff as well as communicating the big picture. Employee communication tips include handing out cards to attendees so that the questions can be addressed after a break in proceedings, tailoring the presentation in part to the unique situation in the particular region the CEO is visiting and following up any issues that cannot be answered at the time.
2. Site Visits – These are an excellent employee communication tool for the CEO to find out specifically from the frontline exactly what the issues and concerns are of a particular region or department. The key is not only to spend time with the leadership team but also to sit with employees and find out what they are working on and inviting them to suggest innovative ways of doing things differently. CEOs' rarely spend time communicating with employees and this is one way to break down perceptions and encourage two way communication.
3. Employee Achievement – Another way the CEO can communicate change is to support and encourage employees personally for their achievements. These maybe directly related to the issue at hand and by taking time out to recognize high achievers or change agents it sends a strong message to all employees that the CEO will reward those who support and are engaged in the change agenda.
4. Leaderships Forums – One of the smartest things an CEO can do during times of change is to communicate with his / her leadership team. I have always found that employee communication strategies need to be pitched at different levels and with different strategies to suit the role and expectations of the employees. When we think of change it is the leadership team that will drive it, from regional managers, state managers to frontline supervisors it is important that the CEO communicates face to face with the leadership team to be very clear about his or her expectation of them during times of change. One employee communication tip here is that face to face one on one meetings be held with the direct reports to the CEO and the next level down; it is a very powerful tool and has maximum impact.
5. CEO Blog – Finally where would we be if we did not mention some form of technology driven communication tool. A CEO blog is very effective if it is used to support and report on the transformation process whilst the employee engagement strategy is underway. For example the CEO has one on one meetings with the leadership team, he / she then reports in the Blog on the key messages and expectations. The CEO begins visits to each region and reports back on the Blog the key observations and achievements of employees and so on. Employee communication tools to inform are always a back up and support to the real communication taking place, the employee communication engagement strategies as listed in points 1 – 4 above.
The methods suggested above also achieve another goal often neglected in employee communication. As this is the opportunity for the CEO to find out what people at all levels of the organization really think about a particular issue, it will cause the CEO to think differently next time about the importance of employee communication and will ensure that change communication is addressed at the planning phase of any major organizational change.
Essential Points concerning Employee Benefits
When you are seeking employment, it is understandable that the employee benefit package to be given by the company upon hiring or becoming regular rank high among your deciding factors whether to accept a job offer or not. Most employees usually rate employee benefits as second to the salary being given, as an important factor in an employment.
In fact, benefits like healthcare, plays an essential role in the manner that people seek employment. However, it is sad to note that recently, there has been a notable decline in the benefits packages being given by companies.
The continued increase in the costs of insurance payments and the other benefits is forcing the company to lessen or even eliminate their benefit offering altogether. This situation has ignited many disputes concerning employee benefits – the truth behind its distribution and its system of provision.
Important concepts involving employee benefits:
• Some benefits are being mandated, while many are not provided. Only standard benefits like holiday pay, health care, and vacations are included in the benefits package being offered routinely by most companies of various sizes. Most of these benefits being provided may have a legal standpoint, but a certain specific law does not necessarily govern them.
• Many candidates for employment ay consider the benefit packages being offered as a major deciding factor, especially on the face of competitive job markets. The organizations usually offer to provide these benefits with the motive of attracting and retaining employees with the highest and impressive qualifications.
The companies' policy in this matter would be that it is a worthwhile business investment to provide significant perks or awards for employees in order to attract an employee with an advanced caliber. The company finds benefits provision as a necessary investment to attract and retain capable workforce and inspire them to achieve bigger and better for the good of the company.
In fact, benefits like healthcare, plays an essential role in the manner that people seek employment. However, it is sad to note that recently, there has been a notable decline in the benefits packages being given by companies.
The continued increase in the costs of insurance payments and the other benefits is forcing the company to lessen or even eliminate their benefit offering altogether. This situation has ignited many disputes concerning employee benefits – the truth behind its distribution and its system of provision.
Important concepts involving employee benefits:
• Some benefits are being mandated, while many are not provided. Only standard benefits like holiday pay, health care, and vacations are included in the benefits package being offered routinely by most companies of various sizes. Most of these benefits being provided may have a legal standpoint, but a certain specific law does not necessarily govern them.
• Many candidates for employment ay consider the benefit packages being offered as a major deciding factor, especially on the face of competitive job markets. The organizations usually offer to provide these benefits with the motive of attracting and retaining employees with the highest and impressive qualifications.
The companies' policy in this matter would be that it is a worthwhile business investment to provide significant perks or awards for employees in order to attract an employee with an advanced caliber. The company finds benefits provision as a necessary investment to attract and retain capable workforce and inspire them to achieve bigger and better for the good of the company.
The Motivated Employee
Ah, Motivation. It has been the subject of countless books, seminars, songs, articles, manuals, conferences, missions, discussions, debates, movies, interviews…and headaches.
In today’s world every employer, in every industry, in every country, is trying to figure out how to motivate their employees the “right” way.
The sad truth is that most of these initiatives will fail. Why? Well, to answer that let’s take a look at Motivation itself.
Motivation comes when one has a Motive.
mo•tive, n. 1. an inner urge that prompts a person to action with a sense of purpose. 2. of or tending to cause action. 3. prompting to action 4. constituting a motive.
For our purposes, we need only focus on definitions 1 and 3. These are two definitions of motive, and yet they are vastly different. It is that difference that causes so much trouble.
Basically, definition number 1 talks about an “inner urge.” This means that the person is driven by their own desire. Their motivation moves them because they see how taking action will help them get what they really want. This is Internal Motivation, which is the most powerful kind of motivation there is.
On the other hand, definition number 3 talks about “prompting” someone. This implies that something outside of the person has to motivate the person to take action. The person is not taking action because it is their desire. They are taking action because it seems to be the best option at the moment. This is External Motivation, which is the least powerful kind of motivation.
In motivating their staff, most employers overlook internal motivation and go straight for the external brand. They think that raises, titles, offices, cars, more vacation time, and other “perks” are what motivate people to perform better. This belief is totally wrong.
“Perks” are merely short-term external motivators. They make a person perform at a higher level until they achieve the raise, car, title, etc. After the person has gotten their “perk” it no longer motivates them. They have received their “reward,” so why work hard anymore?
Now, if you want a truly motivated employee, you must set that up from the beginning of the hiring process, before you’ve even meet one candidate.
In today’s world every employer, in every industry, in every country, is trying to figure out how to motivate their employees the “right” way.
The sad truth is that most of these initiatives will fail. Why? Well, to answer that let’s take a look at Motivation itself.
Motivation comes when one has a Motive.
mo•tive, n. 1. an inner urge that prompts a person to action with a sense of purpose. 2. of or tending to cause action. 3. prompting to action 4. constituting a motive.
For our purposes, we need only focus on definitions 1 and 3. These are two definitions of motive, and yet they are vastly different. It is that difference that causes so much trouble.
Basically, definition number 1 talks about an “inner urge.” This means that the person is driven by their own desire. Their motivation moves them because they see how taking action will help them get what they really want. This is Internal Motivation, which is the most powerful kind of motivation there is.
On the other hand, definition number 3 talks about “prompting” someone. This implies that something outside of the person has to motivate the person to take action. The person is not taking action because it is their desire. They are taking action because it seems to be the best option at the moment. This is External Motivation, which is the least powerful kind of motivation.
In motivating their staff, most employers overlook internal motivation and go straight for the external brand. They think that raises, titles, offices, cars, more vacation time, and other “perks” are what motivate people to perform better. This belief is totally wrong.
“Perks” are merely short-term external motivators. They make a person perform at a higher level until they achieve the raise, car, title, etc. After the person has gotten their “perk” it no longer motivates them. They have received their “reward,” so why work hard anymore?
Now, if you want a truly motivated employee, you must set that up from the beginning of the hiring process, before you’ve even meet one candidate.
Thursday, September 11, 2008
Understanding Employee Taxes
Employee taxes can be one of the most difficult to understand areas of running a business and hiring employees. If you don't understand all of the complexities involving employee payroll tax, it can also get you into a heap of trouble.
The first employee tax factor you should understand is what taxes you are responsible for as an employer. There are three employee taxes that you will be responsible for paying.
The first is Medicare and Social Security tax. This is often referred to as FICA and provides welfare benefits funding for senior citizens. As an employer you are responsible for paying half of the FICA taxes and withholdings for your employee while the remaining half is withheld from their paycheck.
You are also responsible for paying federal unemployment tax. This tax funds the state unemployment benefits and the administrative costs associated with those benefits. It is important for you to know that you must pay federal unemployment tax on the first $7000 earned by each person you employ during the calendar year.
In addition to federal unemployment tax, you must also pay state unemployment tax. These taxes are based on the location and size of your business as well as the number of employees you employ. Due to the fact that each state operates its own unemployment program, these rates do tend to vary; so it's best if you check with your own state's unemployment division for specific details.
In addition to the taxes you must pay as an employer, you are also responsible for withholding employee tax. Even though this is the employee's contribution, it is your responsibility to handle the employee tax withholding. You will need to pay close attention to the employee tax form, or W-4, completed by the employee in order to know exactly how much money you need to deduct from the employee's paycheck. Usually the amount of money you must withhold will depend on the number of withholding allowances claimed by the employee, their marital status and any exemption from withholding taxes that the employee might claim.
It is very important that you stay on top of your employee's tax forms because they have the right to change them by submitting a new W-4. If an employee submits a new employee tax form, thereby changing the amount of their withholding and you fail to deduct the correct amount of money, you could be subject to penalties by the IRS.
You will need to deposit both the taxes that you are responsible for paying along with the employee tax withholdings in an authorized depository for Federal taxes. You can do this by either mailing or delivering your check or money order. These taxes will be due either semi-weekly or monthly. Your employee tax withholding due dates will be determined by the size of your payroll, dictated by the schedule. Usually, however; if your payroll is less than $2,500 every three months, you can file quarterly. If your employee taxes are larger, you'll need to file more often.
In addition to the employee taxes named above, recently there has been much discussion in the media regarding a proposed employee health tax. If instituted this tax would impose a $3000 tax on employers for each employee who is not covered by health insurance. The intend of the proposed bill is to force employers to cover more employees by health insurance; however critics of the bill claim that the proposed employee health care tax will only lead to more unemployment.
The first employee tax factor you should understand is what taxes you are responsible for as an employer. There are three employee taxes that you will be responsible for paying.
The first is Medicare and Social Security tax. This is often referred to as FICA and provides welfare benefits funding for senior citizens. As an employer you are responsible for paying half of the FICA taxes and withholdings for your employee while the remaining half is withheld from their paycheck.
You are also responsible for paying federal unemployment tax. This tax funds the state unemployment benefits and the administrative costs associated with those benefits. It is important for you to know that you must pay federal unemployment tax on the first $7000 earned by each person you employ during the calendar year.
In addition to federal unemployment tax, you must also pay state unemployment tax. These taxes are based on the location and size of your business as well as the number of employees you employ. Due to the fact that each state operates its own unemployment program, these rates do tend to vary; so it's best if you check with your own state's unemployment division for specific details.
In addition to the taxes you must pay as an employer, you are also responsible for withholding employee tax. Even though this is the employee's contribution, it is your responsibility to handle the employee tax withholding. You will need to pay close attention to the employee tax form, or W-4, completed by the employee in order to know exactly how much money you need to deduct from the employee's paycheck. Usually the amount of money you must withhold will depend on the number of withholding allowances claimed by the employee, their marital status and any exemption from withholding taxes that the employee might claim.
It is very important that you stay on top of your employee's tax forms because they have the right to change them by submitting a new W-4. If an employee submits a new employee tax form, thereby changing the amount of their withholding and you fail to deduct the correct amount of money, you could be subject to penalties by the IRS.
You will need to deposit both the taxes that you are responsible for paying along with the employee tax withholdings in an authorized depository for Federal taxes. You can do this by either mailing or delivering your check or money order. These taxes will be due either semi-weekly or monthly. Your employee tax withholding due dates will be determined by the size of your payroll, dictated by the schedule. Usually, however; if your payroll is less than $2,500 every three months, you can file quarterly. If your employee taxes are larger, you'll need to file more often.
In addition to the employee taxes named above, recently there has been much discussion in the media regarding a proposed employee health tax. If instituted this tax would impose a $3000 tax on employers for each employee who is not covered by health insurance. The intend of the proposed bill is to force employers to cover more employees by health insurance; however critics of the bill claim that the proposed employee health care tax will only lead to more unemployment.
Disciplining And Firing Employees
Disciplining and firing employees is one of the most crucial areas for consideration as an Employer. As a former plaintiff’s counsel, I know that the way in which an employee perceives his or her final disciplinary action or termination meeting is the most significant factor in determining whether a lawsuit will be filed. The way these things are done will determine the anger level of the employee. Anger is the most important motivator to push an employee to a plaintiff attorney’s office.
Believe it or not, most employees, and people in general, do not want to go through the pain of dealing with a lawyer and the expense of the litigation process. This is true even given the fact that the costs for a plaintiff are generally much lower than for the employer.
The way an employee is made to feel during the discipline and termination process can make the difference between an employee calling an attorney or not, and the difference between an employee simply consulting an attorney for the purpose of finding out his or her rights versus hiring an attorney to sue that scum-sucking employer of theirs no matter what the costs.
If you make an employee feel that he needs to regain his dignity or sense of fair play, you will in most cases find yourself in litigation whether you have done something that can be construed as a violation of the law or not.
Please understand that while some plaintiff’s attorneys will take a “good case” without a retainer fee, most plaintiff’s attorney’s will not take a “so-so case” without a substantial fee and/or cost retainer. Not all lawyers are ethical, and some, when motivated by a cash retainer, will sue anyone for any reason. Your treatment of the employee will often determine whether he or she is willing to “cough up” that retainer fee or not.
Like a well-traveled road, the road leading to the termination of an employee can be filled with potholes and a virtual “accident waiting to happen” to those unfamiliar with where the hazards are located. Too often, the traveler is also so anxious to reach his destination that he forgets to heed the warning signs or to exercise caution, prudence and patience during the journey. When that happens, an accident - or in this case, an administrative charge, a lawsuit, or a grievance to contest the termination - is almost inevitable.
There is no way to guarantee that any termination will be without liability. There are too many “players” beyond the decision-maker’s control: the terminated employee, the plaintiff’s bar, a court or administrative body, or a jury. However, that risk can be greatly minimized if one knows the road he is about to travel and drives it carefully, following a few simple “rules of the road.”
Believe it or not, most employees, and people in general, do not want to go through the pain of dealing with a lawyer and the expense of the litigation process. This is true even given the fact that the costs for a plaintiff are generally much lower than for the employer.
The way an employee is made to feel during the discipline and termination process can make the difference between an employee calling an attorney or not, and the difference between an employee simply consulting an attorney for the purpose of finding out his or her rights versus hiring an attorney to sue that scum-sucking employer of theirs no matter what the costs.
If you make an employee feel that he needs to regain his dignity or sense of fair play, you will in most cases find yourself in litigation whether you have done something that can be construed as a violation of the law or not.
Please understand that while some plaintiff’s attorneys will take a “good case” without a retainer fee, most plaintiff’s attorney’s will not take a “so-so case” without a substantial fee and/or cost retainer. Not all lawyers are ethical, and some, when motivated by a cash retainer, will sue anyone for any reason. Your treatment of the employee will often determine whether he or she is willing to “cough up” that retainer fee or not.
Like a well-traveled road, the road leading to the termination of an employee can be filled with potholes and a virtual “accident waiting to happen” to those unfamiliar with where the hazards are located. Too often, the traveler is also so anxious to reach his destination that he forgets to heed the warning signs or to exercise caution, prudence and patience during the journey. When that happens, an accident - or in this case, an administrative charge, a lawsuit, or a grievance to contest the termination - is almost inevitable.
There is no way to guarantee that any termination will be without liability. There are too many “players” beyond the decision-maker’s control: the terminated employee, the plaintiff’s bar, a court or administrative body, or a jury. However, that risk can be greatly minimized if one knows the road he is about to travel and drives it carefully, following a few simple “rules of the road.”
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