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