Document Chunk
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Section : Dismissing an employee for underperformance
Domain : Human Resource Management
Classification : Not Identified
Context
This chunk is part of the section discussing the process and considerations for dismissing an employee due to underperformance. It emphasizes the importance of having valid reasons for dismissal, following fair procedures, and ensuring that employees are informed and supported throughout the performance management process. This aligns with the document's overall focus on best practices for managing underperformance in the workplace.
Text Content
Ending an employee's employment is a serious step. You must have a valid reason for the dismissal relating to the employee's capacity or conduct and follow a fair performance management and dismissal process. Employers cannot dismiss their employees in circumstances that are 'harsh, unjust or unreasonable'. What is harsh, unjust or unreasonable will depend on the circumstances of each case. However, it is important to be fair to employees particularly when it comes to ending employment. They should be given reasons for dismissal and an opportunity to respond to those reasons. It's important that before dismissing an employee you can show you have:
- told them the purpose of performance meetings in advance and allowed them to prepare
- told them they could have a support person present
- clearly outlined the expected level of performance and the improvement that was required
- clearly warned them that their performance needed to improve
- gave them time and support to improve their performance
- told them that they may be dismissed if their performance didn't improve.
- What are the valid reasons for dismissing an employee according to the text?
- How should employers ensure that the dismissal process is fair to employees?
- What does the text imply about the importance of communication during performance meetings?
- What steps must an employer take before deciding to dismiss an employee?
- In what circumstances can an employee's dismissal be considered 'harsh, unjust or unreasonable'?
- Why is it important for employees to have a support person present during performance meetings?
- What are the consequences of not providing clear warnings about performance expectations?
- How does the text suggest that employers should handle an employee's opportunity to respond to dismissal reasons?
- What role does time and support play in the performance improvement process?
- Can you explain the significance of outlining expected performance levels before dismissal?