Firing long-time employee
![[Post New]](/jforum/templates/default/images/icon_minipost_new.gif){kind=icon}
Anonymous
| I moved into a new position about 6 months ago. I was told when I took over managing the new team that one of the employees needed performance management. I’ve tried, but it’s become painfully obvious that it’s not going to work out and that I need to fire him. So I’m making plans to do that, but I feel so bad about it. He’s been in the position for decades and is going to take it terribly. I’m also worried that I’m going to look like an asshole to people who don’t know firsthand just how bad he is at his job, and I obviously can’t talk about that. Any advice? |
Anonymous
| You’ve managed the person for six months and has been with the org for decades?? YTA, sorry. If he has no idea it’s coming, and will take it terribly, then again, YTA. Did you actually have a discussion with them about how things needed to change? If not, YTA. |
Anonymous
| Yes, I have had discussions from day 1 about how things needed to change. His performance reviews going back 10 years said the same things needed to change. The company paid for an executive coach for him to try to fix the same issues to no avail. I have no question that it’s the right decision. I just feel bad about it. |
Anonymous
| I’m sorry you’re in this position, but it sounds like employee has been given ample time (ten YEARS!?) to get his act together. |
Anonymous
I guess I’m wondering why no one cut him loose before if that’s the case. |
Anonymous
| This is rough, but anyone who has been in the workforce for any amount of time knows that when you're on a PIP, your days are probably numbered. You're the boss. This is why they pay you more. It sucks. |
Anonymous
Same. Why now and why you? |
Anonymous
IF the employee has good evaluations from prior years and they are older than the rest of the team, a sudden change in evaluations followed by termination looks a lot like age discrimination |
Anonymous
OP said the same issues have showed up for 10 years on his reviews, so this is not the case. |
Anonymous
|
If he’s been politely asked to change and face NO consequences for 10 years, why would he change. I don’t think you are awful for firing him, but I think you need to warn him.
Tell him he had 6 months for show improvement and be clear how you will measure it. |
Anonymous
+1 You should probably let him know where he stands and that if there's no improvement within X amount of time he'll be fired. Give him a few more months and tell him exactly how you will be measuring the performance. He may quit. |
Anonymous
| You need to work with him for at least a year. Otherwise, you are a power hungry jerk. |
Anonymous
In that case, the issues have been documented for 10 years and acceptable and now they are being fired? |
Anonymous
|
I agree that you need to make it crystal clear to him that if he does not X, Y, Z he will be terminated at the end of 6 months. I would actually give him a long runway like that if he's been at the company for decades. Being fired from a place that likely serves as a huge part of your identity is pretty traumatic for most people, and I'm guessing if he's had an executive coach he might be fairly senior.
The other option short of termination is a demotion to something better suited to his skillset, or where his failure to (whatever the issue is) won't be as impactful to his performance. |
Anonymous
| Is there another position in the company that could suit him? How old is the guy? |