How to talk about resignation and dismissal with employees

How to talk about resignation and dismissal with employees

How to talk about resignation and dismissal with employees? For a company, when some employees are incompetent, the company will think about dismissing them. It is a bad thing for HR to dismiss an employee. Let's take a look at how to talk to employees about resignation and dismissal.

How to talk to employees about resignation and dismissal 1 dismissal is a bit sad to think about.

It's like receiving a sword and asking you to cut off unnecessary connections. This metaphor is decisive, but not gentle. What if we can reach a clean ending in a gentle way on the matter of dismissal?

1. First of all, we should be prepared, that is, we should re-understand all the dismissed objects, his original resume, his personality, his work situation, the feedback from his superiors and subordinates and so on.

2. Choose a hidden and undisturbed space for conversation.

There are many ways to speak. It is more appropriate to show sincere concern and listening than to come straight to the point, step by step, drive the rhythm.

4. When preparing for work, listen to prove or reshape some opinions and conclusions, pay attention to each other's emotions, respond appropriately, and control the conversation process.

Help the other person analyze his talent, interest, effort, achievement and luck in this job. Analyze what his talent is. Does this job reflect his talent? What are his interests? How hard does he work? What's the difference between other people's grades being better than his? How far is luck after hard work?

6. The status quo and results are important, but the causes and changes are more important. The reason for analyzing the fifth point above is to find out the reasons and help the other party make changes. Here, more is the change of thought. When he realizes that you didn't ask him to leave suddenly, he helps you analyze the current situation and point out the future changes, so that the other party suddenly understands that he has a better and more suitable way to choose.

7. Whether it is on-site greetings and courtesy or deliberate cover-up and protection, it is a normal side of human nature and should be respected.

8. Finally, in the face of the end of the conversation, come straight to the point and step into the normal procedure, send sincere wishes and keep polite contact.

Dismissal is actually the second choice, which makes the other party stand on the choice. Crossroads are not cruel, initiative or passivity is only a form, and more importantly, content. We don't waste each other, stop loss in time, and hope that everyone will meet in a higher place in the rivers and lakes.

How to talk with employees about resignation and dismissal 2 When interviewing employees who are about to be dismissed, there are several taboos that managers must keep in mind.

First, the interview time is too long.

For too long, words will be lost and emotions will easily get out of control. It is best to control it within 15-20 minutes, and clearly state the reasons for dismissal.

Second, blame the performance of employees.

For those layoffs that have nothing to do with employees' performance, some leaders always put the responsibility on employees and blindly emphasize the correctness of this layoff decision, which is easy to cause controversy. In fact, it only needs to be emphasized that employees should not doubt their ability and performance because of objective reasons such as economic recession, company mergers and acquisitions or structural adjustment, and help them face it positively. Even if it is because of poor performance, don't hit him at this time. Try to be tolerant. It's not that you can't do it, but that this position is not suitable for you.

Third, what you promised not to do.

When dismissing employees, some people tend to comfort those who are dismissed too much. For example, if you are young, it is easy to find a job when you go out. Another example is "Actually, I don't think this decision is right" and "I don't want you to go". Remember that you announced the dismissal decision on behalf of the company. Saying this can't help him, but it gives him the illusion that the company will take back his life, which is not conducive to his accepting the reality of being laid off.

Fourth, talk about other employees.

For example, who is actually affected by layoffs and so on. It is easy for rumors to spread and shake the morale of the army.

V. Outstanding issues

There are often some employees in the company who are loyal to the company, but their abilities can't meet the needs of the company's development. For such people, it is best to let them work in their own competent departments. Your task is to help them find such a department or position. If you hesitate, it is not good for the company and the individual.

How to talk about resignation and dismissal with employees 3 First of all, when the dismissal is due to poor performance,

1, come forward with the immediate supervisor.

Since the direct supervisor of the dismissed employee is most familiar with him and has the most say, HR can invite the direct supervisor to talk with the employee and show the employee's performance record to ensure that the conversation is more convincing.

Step 2 Prepare the legal foundation

Compensation is calculated according to the provisions of the labor contract before dismissal, and employees can be compensated for one month's salary for each year of service. In addition, HR can apply to the senior management for more remuneration within its authority.

3. Help employees understand the reasons for dismissal.

If circumstances permit, HR can also think from the other side's point of view, discuss the reasons for resignation with the dismissed employees, so that the other side can feel the care that the enterprise should have, and when appropriate, HR can also give some help to the other side, such as helping to recommend jobs and writing letters of introduction.

Second, he was dismissed because of the company's efficiency problems.

It's not just small and medium-sized companies that will have this situation. In fact, even Fortune 500 companies may lay off employees because of performance problems. In this case, HR should first make a comprehensive communication plan. The steps of the plan include:

1. Strategically, first communicate with all employees who may be dismissed through informal channels, tell them the current difficulties and possible trends of the company, and give them some psychological hints.

2. Specifically, work out the dismissal schedule and determine the dismissal batch together with all department managers who need to dismiss employees.

3. Formulate the dismissal compensation policy, and communicate with the management and financial department to determine the reward policy.

Third, dissuade.

This way of dismissal is the most "hidden". The specific operation method is, after receiving the dismissal list required by the company's top management, talk to each of them individually and tell them clearly that the company will definitely not hire them again for some reason. However, if they are explicitly dismissed, it will cause internal unrest. At the same time, considering their professional honor, it is better to resign as soon as possible, which is beneficial to both sides.

This method is usually aimed at middle managers or old employees who have made some contributions. During the conversation, HR should tell them heart to heart that he was really helpless and could not express his personal support. In this way, persuasion can not only achieve the goal of dismissing employees, but also bring good social resources for HR's personal future career development.