We can work it out: Things to consider before letting an employee go

“Firing an employee is not something to be taken lightly,” said Philip Morgan, pharmacist and former owner, and now president of the consulting firm Crescendo Pharma. Firstly, because it's difficult to find an ATP, a pharmacist or a floor clerk in the midst of a shortage, but also because, “losing an employee, voluntarily or not, generates higher costs than we think.” According to Morgan, the expenses linked to a departure (severance, compensation, recruitment bonus, training and initial errors, etc.) amount to 10% to 20% of the annual salary of an employee. But what to do when an employee is unmotivated, incompetent or a troublemaker? Can we afford to lose them? Or is getting them back on the right track worth the effort? Think ahead Prevention is better than cure, emphasized all three experts interviewed. “Employers say, ‘We have no choice, we have to take anyone.’ On the contrary, it is essential to have a good staffing process,” said Denis Morin, professor in the department of organization and human resources at the Université de Québec à Montréal. Pharmacist managers must ensure that they define their requirements and the qualities and values sought, which they will evaluate in a structured interview, he added. “You should avoid hiring a toxic person. There are a host of tests to assess the psychological profile,” added Denis Chênevert, professor in the department of human resources management at HEC Montréal, a graduate business school. Read: How to be strategic about staff retention Beyond technical knowledge, attitude and personal attributes are what counts: collaboration, self-discipline, customer service, initiative, commitment, ambition, desire to learn, etc. “Yes, we can look for technical skills, but ultimately, it can be taught. Values, personality, that cannot be changed,” noted Chênevert, also director the HEC’s health centre. Train to retain From the start, employees must be guided to ensure that they have all the tools necessary to perform their work well. “There may be a malfunction because the employee doesn’t know how to do it,” said Morin, who adds that a pharmacy employee must deal with challenging tasks such as customer service. When there is a labour shortage, we may compromise on the technical skills of our future employees, which then gives us the opportunity to train them, Morgan said. "This is a good thing. We have to adapt,” he said, noting that, for example, employees with learning difficulties, those in family situations that require more flexibility, or retirees returning to work, may need a customized training program. Support when there is a problem It is also necessary to differentiate a difficult employee from an employee having difficulties. Problems can indeed be temporary and overcome with the support of the employer. “It is the manager’s responsibility to support an employee who has a problem. If the employee was working well, but a problem appeared, it is worth looking into it,” emphasized Chênevert. The employee must feel that he can communicate safely, without fear of being fired: “He may have a problem with another supervisor, or even myself,” noted Morgan. The manager who sees a difficulty must therefore support his employee. “It’s difficult for the supervisor, (who may be upset). But he must say to the employee: 'I think there is a difficulty. What do you think?'" said Morin. He must also have reasonable requirements: “We must encourage the person according to his skills; we always want maximum performance,” he continued. And if, despite these efforts to work things out, the employee needs to be let go, this transparency will avoid the worst scenario, he said. “At that point, it’s rare for the employee to be angry. We avoid tears and misunderstanding.” Read: 3 steps to solving your hiring puzzle In some cases, the person may simply not be in the right place. “We can try to find an alternative solution, in another role in the company,” said Morgan. “Wanting to fire someone is a natural reflex, but it is not the best possible path, unless it is obvious,” added Morin. If, despite warnings and attempts to rectify a situation, the worker continues in bad faith, a negative attitude, poor customer service or slander toward other employees, it is time to let them go. “The other employees will notice when the manager does not intervene,” noted Morin. Faced with the deterioration of the work climate, the manager risks losing his good employees in the process. “This is where we need to take measures because even in a shortage, an employee like that will help out in the short-term, but in the long-term, it will cause the departure of good employees,” warned Morgan. Take action in stages The manager must take a step back, document the situation and proceed in stages or, as Morin summarizes, have a “diligent, rigorous, and fact-based approach.” He must fully flesh out the situation in writing and document the actions taken to remedy the situation. “We must proceed by grading the sanctions. The Labor Standards Act provides for mechanisms that govern the dismissal process,” said Chênevert: verbal warning, then written warning, short suspension, long suspension and end of the contract, “unless it’s a serious mistake.” Harassment, theft or professional misconduct justify immediate dismissal. Managers must also realize that they may have contributed to the employee's problem, such as by failing to work toward solving a problem they've long noticed. “If an employee performs poorly, the manager is often partly responsible,” said Morin. “When we talk about someone being non-functional, that means they don’t function the way we want them to. And sometimes it’s our fault,” added Morgan. And like their employees, the manager is on a learning curve. Pharmacists in management positions do not always have the training or tools necessary to handle difficult situations. If managers are frequently laying off employees or have a lot of voluntary departures, they need to ask themselves serious questions. “The manager may be exhausted and wants instant results, but he cannot have excessive demands. Otherwise, people will end up resigning,” said Morin. It’s comparable to a school class, noted Morgan. “If a person fails, it’s their fault. But if everyone fails, it’s the teacher’s fault.” Read: Solving the pharmacy hiring drought, Part 1 and Solving the pharmacy hiring drought, Part 2 This article was originally published on our sister site Profession Santé and was translated from its original French.

We can work it out: Things to consider before letting an employee go

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