| You probably know that employees make or break a | | | | them you will review the application. You must keep all |
| business. In most businesses, recruiting and keeping | | | | applications on file for one year. |
| good employees determines the business' success. In | | | | 5)Many skilled workers have 'attitudes' or in some way |
| the process of building a solid staff inevitably skilled | | | | do not fit in with the rest of the team. You cannot |
| employees threaten to quit or actually do quit. | | | | deny employment solely based on attitude since |
| It is these skilled employees we are examining here. | | | | attitude cannot be accurately defined. Be very careful |
| The employees you fire for incompetence, bad work | | | | of what you do and don't say. Assess the situation. If |
| ethic, poor performance are not the focus here: you | | | | the value does not far outweigh the problems then do |
| simply get rid of a bad employee and do not rehire | | | | not reconsider them for rehire. Simply state that the |
| them. | | | | application is on file for future consideration. |
| But skilled employees that deliver value, sometimes | | | | 6)Do not believe that people can make miraculous |
| great value, are another matter. The correct business | | | | improvements. Maybe that happens in Hollywood or |
| decision becomes more vague and difficult. | | | | the tabloids but it seldom does in the real world. If a |
| Sometimes it is very appropriate to rehire an | | | | drunken ex-employee tells you they have been sober |
| employee; for example, returning from school or from | | | | for 6 weeks congratulate them but do not believe they |
| a job where they improved their skills. | | | | are cured. Humans are very slow to change -- |
| In the points that follow remember the topic is | | | | especially the big changes. |
| situational -- what you should do depends on the | | | | 7)Consider a rehire if they might be appropriate |
| situation and circumstances you face. The issues here | | | | part-time or on-call. This way the business can use |
| are about employees that deliver value but also deliver | | | | their skills only when needed and avoid high fixed labor |
| problems: | | | | costs. |
| 1)If an employee quits, make certain you get a 'quit | | | | 8)Consider a conditional rehire. You can set the |
| form'. Even if you don't have this form in your | | | | conditions. For example, you must be here every day |
| company's word processor you can get a handwritten | | | | at 8:00 or do not bother coming in. Get them to agree |
| statement. | | | | to the conditions. Just make certain other equal job |
| 2)Make certain you get name, date and last day. | | | | classifications have the same requirements or the |
| Otherwise the employee can state they did not quit, | | | | conditions can be construed as discrimination. |
| had asked for a leave of absence, etc., and demand | | | | 9)Pay, benefits, etc should align with the policies in your |
| their old job back. You will likely get their old problems | | | | personnel manual. You are not required to bridge |
| back too. Notice is not required by law unless it is | | | | benefits unless your manual requires it. In my personal |
| stipulated in a contract. (Beware of employees that | | | | view employees that jump ship for greener pastures |
| have a history of not giving notice.) | | | | should 're-earn' their benefits. This makes other |
| 3) After an employee leaves and you have taken | | | | employees think twice as well. If there are no |
| care of paychecks, vacation pay, credit cards, pagers, | | | | consequences for leaving and returning it is your own |
| etc., make an immediate determination if you want to | | | | company's fault. |
| rehire them again. Time often distorts perception so | | | | 10)Consult your attorney if you are not sure what to |
| you will not want to make a knee-jerk decision when | | | | do. Remember that attorneys are very good at |
| the time comes. Assume they will walk in the next day | | | | legalities and but often not so good at management. |
| and want their old job back. Do not be caught off | | | | There are obviously no set rules for an employee |
| guard! | | | | rehire but by focusing on the issues you can help or at |
| 4)If any person, including an ex-employee, wants to | | | | least not hurt your business. I have seen employees |
| apply for a position with your company you cannot | | | | leave and come back with great success. I have also |
| deny them that right. This is a constitutional right | | | | seen a problem employee leave, be rehired and |
| protected by every court in the land. Deny them the | | | | ultimately cause more damage. |
| chance to apply and you will soon hear from their | | | | If you ever use your good judgment and good |
| lawyer. Allowing them the chance to reapply and | | | | decision-making skills, use them when rehiring a skilled |
| rehiring them are two very different things. Have an | | | | employee! |
| ex-employee fill out an application like anyone else. Tell | | | | |