Terminating an employee is one of the most difficult things to do in business. But, sometimes it’s necessary. When that happens, we suggest you follow a few best practices that are applicable regardless of the reason for the termination.
1. Minimise the employee’s embarrassment
Hold the termination meeting at a time and location that will reduce the likelihood of contact with the employee’s co-workers. Hold the meeting at the end of the day and allow the employee to pack up his or her personal items after others have gone home.
Make sure you, or someone you trust, stays with the terminated employee at this point.
Don’t allow the terminated employee to touch the company computer or throw documents away. We kept a newly terminated employee from destroying what later became evidence by not allowing her to “straighten her desk” and “shut down her computer.” The employee tried several times, arguing that she wouldn’t feel right if she left things in a mess.
We discovered her embezzlement three days later. If we had let this trusted employee pack up her own things, we probably never would have discovered her crime.
2. Don’t spend time debating your decision with the employee
If the employee requests more information or wants to argue about the termination, politely tell him or her that the decision has been made and that it is not changeable.
You aren’t going to convince the employee that the termination is justified. Don’t waste time trying.
Instead, turn the conversation to next steps. Explain what will happen to the employee’s benefits and if and how those benefits can be continued. Tell the employee if he or she is entitled to any unused vacation pay.
Explain when the final pay cheque and any severance payments will arrive. Try to keep this information brief and uncomplicated.
Understandably, most employees have a hard time focusing on details at this time. However, talking about them may help the employee focus on the future.
3. Don’t apologise for your decision
We’ve heard too many managers say, “I’m sorry that I have to let you go.” But this won’t help the employee. It may make you feel a bit better, but it’s confusing to the employee, especially in a for-cause termination. In one termination meeting we know of, an employee responded this way to his manager’s comment: “If you are so sorry, pick someone else to fire.”
Sometimes, it helps to write out exactly what you plan to say. We are not suggesting that you read the statement to the employee. However, the act of writing can help you think through exactly what you want to say. In addition, the document can serve as notes during the meeting.
4. Have another manager, owner or HR professional present for the meeting
Having someone else present can help to diffuse a bad situation and give you a witness who can attest to what was said and done at the meeting.
In one particularly emotional termination, Polly had to physically step in between an angry employee and the manager. The employee was becoming aggressive and threatening. However, once Polly diverted the employee’s attention away from the manager, the employee was able to calm down and focus on next steps.
In that case, having a second person at the meeting probably saved the employee from an assault and/or battery charge.
The other reason to have a witness is the increasing number of employees falsely accusing their managers of harassment, retaliation and other behaviours in response to termination. Since 2000, the number of claims filed each year with the EEOC has roughly doubled. Retaliation represents about 38 percent of these claims, topping the numbers for both race and gender discrimination claims.
Without someone else to refute the claim, employees can say that they were terminated in retaliation for turning down sexual advances, for whistleblowing or for making a legitimate complaint – among other reasons.
Employees may make false claims in the hope of either financial gain or gaining a job back in return for dropping the claim. So, having a witness at the termination meeting will give you some degree of protection.
5. Make sure you know the employment laws for your state and industry and for your organisation size
State laws vary, and the number of employees in your organisation affects what laws apply to your business. Check with an employment law attorney or a competent HR professional to ensure you are compliant.
We have all heard the line, “Ignorance of the law is no excuse.” Spend the time and money to learn what you need to do to treat your employees fairly yet still protect your business.
In our experience, employees are becoming more educated in the laws that govern employment. Don’t wing it. They aren’t.
We know that terminating an employee is always tough, but following these suggestions can make a difficult situation more manageable.
This article was originally posted here on Entrepreneur.com.
Why Employees Need Funeral Cover
Why your employees need funeral cover – the macabre topic you didn’t think you needed to discuss.
Being the boss is difficult. You need to be sure that your company is running smoothly, keep customers happy and ensure that your employees are satisfied and content. One effective way to keep your employees satisfied is to offer them benefits such as a medical aid, life insurance or funeral cover.
Group scheme funeral cover is especially important to employees as the costs of funerals continue to rise. If you are interested in offering this to your employees, read on below for just some of the reasons why your employees need funeral cover.
The cost of a funeral
If you have not planned a funeral recently, then you will not be aware of how costly they can become. Even if you water it down to the basics, a funeral is an expensive endeavour. Often you will see people struggling to put together the funds to pay for a funeral of a loved one, which could be the case for one of your employees.
Sometimes, employees will put finances together for their coworker, so the family can use these funds towards the funeral. This is especially true if the employee was the sole breadwinner of their family. Getting funeral cover for your employees will alleviate this burden and allow their friends and families to grieve in peace.
There are fewer exclusions
There are usually exclusions for funeral cover but, for group scheme funeral cover, there are significantly fewer. In some cases, your employees do not have to undergo a medical exam and if they are smokers, they will not have to pay a higher premium than the other employees.
Unlike individual funeral cover, group scheme funeral cover works on the principle of pooled risk, it is available to all employees regardless of their health status. If one of your employees has high cholesterol, they will not be excluded from the cover. Similarly, if someone has diabetes, they will not be excluded. This is a fantastic aspect if your employee is the sole person who works in their family and does not have the means to afford their own cover.
Benefits apply automatically to all employees
One of the major reasons why group scheme funeral cover is so good for your employees is that the benefits will apply immediately to all employees. This means that, regardless of their health, age and level in the company, they will have access to the benefits.
This is highly advantageous to your employees as they will not have to wait to see if they qualify for the cover. While there might be a certain time period you will have to wait before making a claim, your employees will all reap the benefits equally. This makes for a happier workplace and less stressed employees, which benefits everyone.
Their families will have closure
If or when one of your employees passes away, it is a very difficult time for their family. This can be made even more difficult if they have to scrape together money to pay for a funeral. Having a proper, dignified funeral is part of the grieving process and provides closure for the family.
If their family is not able to plan a proper funeral, this could mean that they have an open-ended period of loss in front of them, with no official goodbye to their loved one. You will also find that fellow employees find closure, as they will be able to attend the funeral and give their condolences to the family. Having closure is an important part of the grieving process and will ensure everyone involved can grieve properly.
It offers a good incentive
If you want to find and retain talent, you will need to offer your employees a good incentive to choose to stay with your company. Group scheme funeral cover might seem like a minimal benefit, but your employees will be happy with the fact that you are actively helping them to look out for the best interests of their family.
Having funeral cover will make it more likely that your employees will stay loyal to you, as you are offering something that will help with their future and the future of their family. While some employees might have taken out their own cover, there are some who might not be able to afford it. Your employees will feel valued and appreciated and will stay with your company rather than look for work elsewhere.
Your employees need funeral cover for a wide variety of reasons, one of which is the rising cost of funerals in South Africa. There are fewer exclusions with group scheme funeral cover, which means that all of your employees will be covered, no matter what their health status is.
Some options even allow employee family members to be covered, which can be of immense help to the employees in their time of need. Offering funeral cover to your employees is affordable and allows them to have one less stress in their lives, which means more productive workers and a happier office atmosphere.
Temporary Employment Service Providers Underpin IPP Economic Development Goals
Preference will be given to Independent Power Producer projects valued at R56 billion that possess a plant technology and location that contributes to local economic development.
“Independent Power Producer (IPP) projects will provide 61 600 full-time jobs,” stated Energy Minister, Jeff Radebe, while announcing the plan for 27 new renewable energy plant projects to be rolled out under the IPP programme.
This is an excellent and beneficial initiative. However, the fact that many of the skills will be required only on a temporary or project basis during the construction and setting up of each facility, may pose a challenge for IPPs looking to get started.
Sean Momberg, Managing Director of Workforce Staffing, says that IPP projects stand to benefit from consulting experienced Temporary Employment Service (TES) providers. “IPP projects require a significant investment in human capital, which becomes more complex and time-consuming by having to source local staff,” he explains.
“Once the main contractor is appointed, they are responsible for sourcing skilled staff and suppliers for the duration of the construction and commissioning phases. A TES provider can significantly reduce the workload, by managing all human resources and industrial relations for them.”
Building an alternative power plant is a lengthy process. The 27 projects mentioned have spent approximately two years in this sign-off period and, now that they have been approved, IPPs need to work quickly to get the ball rolling. From civil work and environmental impact assessments, to mechanical, engineering, electrical and physical site building — each project requires a varied and vast number of skills.
“TES providers go beyond providing temporary and project-based staff,” says Tebogo Moalusi, National IR Director at Workforce Staffing. With unions such as NUMSA protesting against IPP projects, even though job losses due to coal mine closures were unrelated to the introduction of IPPs, TES providers’ expertise in managing union relationships can prove a valuable aid to IPPs.
“IPP projects commonly face hinderances like demarcation disputes,” adds Tebogo. “A reputable TES provider understands local economic development as well as relationship management and works with both local employment providers, the community and unions to mitigate concerns.”
IPP projects often involve investment from international players and communication between international and local parties. Sean says that TES providers assist in breaking down these communication barriers, focusing on the importance of local job creation, while ensuring that international standards are maintained.
“TES providers assess local catchment areas keeping fair processes in mind. This takes procurement into account, and sourcing of local equipment, accommodation, transport and catering is all considered,” he says.
Frequently with international parties, payment terms are set at 90 days from invoice. Sean stresses that this is not sustainable in local environments, where suppliers and staff don’t have the financial capacity to work within those terms. A reputable TES provider has the financial capacity to ensure that payment demands are met weekly or monthly, based on local requirements.
A focused approach
“A TES provider’s focus remains employment. Although the IPP’s goal is to complete their project on time and within budget, TES providers have the experience and knowledge to provide employment and procurement solutions that underpin the IPP’s objectives, ensuring a smooth and hassle-free project roll out,” Sean concludes. n
Temporary Employment Services’ part in minimising IPP job losses
- Onsite training and skills courses upskill temporary project workers.
- Skills transfer helps ensure future employability.
- Entrepreneurial skills development fostered for post-project maintenance contract work.
Workers obtain marketable skills they can add to their CV.
Is Your Critical Illness Cover Keeping Up With The Times?
Critical illness cover was originally the brainchild of a forward-thinking surgeon who noticed more and more patients were struggling to make ends meet after recovering from life-threatening conditions.
Critical illness cover was originally the brainchild of a forward-thinking surgeon who noticed more and more patients were struggling to make ends meet after recovering from life-threatening conditions. This increase was driven by medical advances, which drove a spike in survival rates – and its consequential recovery costs – something that old school insurance policies did not factor into their products. And while we all know the medical field continues to move forward through innovation, it’s important to ask yourself: has your cover kept up?
Medical advances during the 1960s and 70s didn’t just lead to an increase in patients’ life expectancies, but it also led to financial difficulties for many survivors of critical illnesses and –injuries. Many of these patients were faced with rehabilitation costs and additional expenses caused by lifestyle and/or professional adjustments they had to make to stay on the road to recovery, and they struggled to make ends meet.
Dr Marius Barnard, brother of the famous Dr Christiaan Barnard and respected surgeon in his own right, identified an opportunity to provide these patients with risk cover for these needs. He partnered with a life insurer in 1983, and critical illness cover was born.
Initially covering only four major conditions, medical advances soon enabled the expansion of critical illness cover to many more conditions, like Alzheimer’s or Parkinson’s disease, paraplegia, major burns and brain damage. Lifestyle factors such as smoking, obesity and lack of exercise have increased the likelihood of critical illness claims, but the claims are becoming less severe, thanks to improved medical techniques for the treatment and detection of life-threatening conditions.
Where does critical illness fit into your financial plan?
While medical and, possibly, gap cover can make provision for medical expenses, critical illness cover is instrumental in covering any gaps and providing for lifestyle changes that result from conditions like paraplegia, like the expenses involving alterations to a home to be wheelchair-friendly.
Many medical aid schemes may also exclude certain treatments or not cover them in full, or you might have reached your annual limit. In these instances, critical illness cover may just come to the rescue.
Considering all the scenarios where critical illness products have the potential to come into play, it’s important to ask yourself how forward-thinking the insurance you signed up for really is. Does your insurer factor in the latest treatments, and have they adjusted the range of conditions they provide cover for to keep up with the latest medical research and survival rates?
How many conditions are covered?
Start by obtaining the list of conditions covered by your critical illness policy, because the number of conditions covered vary from company to company. There are life insurance providers that provide cover for over 300 conditions, while some assurers cover fewer than 100 conditions. Some life cover providers also take into account the treatment, clinical impact and effect of an illness, which ensures protection for as yet undiagnosed conditions – this is the kind of cover you should be signing up for.
How do the pay-outs work?
You should also consider the pay-out structure and/or –options of your critical illness policy. There are policies with pay-out options that are helpful for conditions that involve large expenses initially, followed by smaller amounts over a number of months. Importantly, you should be allowed to make certain choices about how your cover should pay out at claim stage, when you know what your physical and financial needs are.
What about smaller events, like accidents?
Forward thinking life cover providers have also identified a need for financial protection in instances where you might have less critical, but still traumatic illnesses or injuries and spent little or no time in hospital.
Just think about the myriad of costs involving corrective procedures, medical aid co-pays, hospital costs, rehabilitation, assistive devices, physiotherapy, wound care, nursing and surgery costs – not to mention being unable to earn an income while you recover from a serious illness or injury. Many of these expenses might be typically incurred just because you aren’t fully covered by medical aid schemes and gap cover products.
Innovations like cover that precisely matches your needs are done in the same spirit of innovation and matching the needs of patients as we saw with Dr Marius Barnard. So before signing up for, or selling your next critical illness policy, ask yourself: Does my cover provider do the same?
- Schalk Malan is the CEO of BrightRock, provider of the first ever needs-matched life insurance that changes as your life changes.
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