In the Workplace Firing Employees Article written based on New Jersey Law One of the biggest challenges manufacturers face is dealing with employees who are dishonest, non-team players or poor performers. At some point, after unsuccessfully training, coaching and trying to change the employee's behavior, the relationship between the staff member and the company must cease. For some managers, admitting that an employee has not met expectations signals some kind of failure for the manager. Other managers blame themselves for a staff member's failure, and are willing to do almost anything to insure the employee's success. In today's tight labor market, many managers continue to put time, money and energy into marginal staff members because they fear they won't be able to find more competent ones.
Many managers resist terminating employees, fearing wrongful termination or discrimination lawsuits.
The costs of keeping poorly performing employees are significant. The direct costs include lost sales, customer dissatisfaction and damage to your reputation. Other staff members begin to resent the poor performer and the additional responsibilities they must assume in response. They too become poor performers. Employees who contribute the least are the ones that require the most supervision, training and coaching.