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