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How to terminate an employment contract in China legally and avoid legal problems - legally terminate an employment contract in China

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  • The employee's actions communicate powerfully, too. The employee takes the feedback to heart, and changes - or not. Document the content of the feedback meetings, and the date and times.

    • How To Provide Feedback That Has an Impact
      Make your feedback have the impact it deserves by the manner and approach you use to deliver feedback. Your feedback can make a difference to people if you can avoid a defensive response.

       

    • Performance Improvement Strategies
      Use these strategies to help the employee improve his or her performance. You will know that you did your level best to help the non-performing employee succeed.

       

    • Coaching for Improved Performance
      Looking for a step-by-step coaching approach you can use to help an employee improve his work performance? This approach avoids the need for discipline and produces great results.

       

    • How to Hold a Difficult Conversation
      Chances are good that one day you will need to hold a difficult conversation. These steps will help you hold difficult conversations when people need professional feedback.

       

    • Performance Development Planning Process
      If your normal process is not assisting the employee to succeed at work, and you believe there is hope that the employee can and will improve his performance, you will need to introduce a Performance Improvement Plan.

    • Performance Improvement Plan
      The Performance Improvement Plan (PIP) is designed to facilitate constructive discussion between a staff member and his or her supervisor and to clarify the work performance that needs improvement. The PIP is implemented, at the discretion of the supervisor, when it becomes necessary to help a staff member improve his or her performance.

      This format enables you to set goals, establish measures, conduct review sessions and chart progress. No specific amount of time is required for an employee to follow a performance improvement plan. In fact, if no progress is made, you can terminate an individual's employment after several weeks.

      PIPs have a terrible reputation among employees who see them as the final step prior to employment termination. This is because many employers use PIPs incorrectly or for creating a legal safe guard before termination. In my book, PIPs should only be used if you genuinely believe that the employee has the capability to improve. Anything else is torture for the employee and a time consumer for managers and HR staff.

      In the case of managers and HR personnel, a PIP is almost never appropriate. If a manager is failing badly enough to require a PIP, rarely will he or she regain the necessary confidence of reporting employees or his or her own supervisor. HR staff have too much access to highly confidential, irreplaceable information. In addition, because of their position, the damage to your confidence in them and their credibility is almost impossible to surmount.

    Steps to Employment Termination

    • If you believe that the employee is unwilling or unable to improve his performance, you will want to start progressive disciplinary action. Again, documentation is critical so you have a record of the steps you took in the process. Use this Progressive Discipline Warning Form to document each step.

      As with the PIP, however, if you do not believe that the employee is capable of improving, why not terminate employment now? You'll spare everyone the agony of a long, drawn out process. Certainly, at this point in your relationship with the employee, if the supervisor has done her job, you have sufficient performance counseling records and disciplinary action forms on file to fire the employee.

       

    • Following the steps in progressive discipline should be consistent for each employee you fire, once you decide to start on this path (which you don't need to do), unless an event out-of-the-ordinary occurs. You may also provide the employee with any number of options, starting with the performance improvement plan step.

       

    • You can ask the employee if he wants to voluntarily quit rather than participate in disciplinary action. You can agree on a timeline by when the employee will have given notice. This may, however, interfere with the individual's ability to collect unemployment.

       

    • You can agree that, for whatever reason, the employee is incapable of doing the job, provide a couple of weeks of severance pay, and say good-bye.

       

    • Talk with an attorney to understand all of your options. In cases where you provide any severance pay, as an example, you will want to ask the departing employee to sign a release that is different for employees older than forty and under age forty.

    Hold the Employment Termination Meeting

    Eventually you will want to schedule and hold the employment termination meeting. I would not give an employee more than a few minutes notice before the meeting. You will cause the employee unnecessary worry and upset. In most cases, however, this moment is expected.

    Complete the steps in the Employment Ending Checklist. Some steps, you will want to have completed before the termination meeting. Consider the termination meeting to be the employee’s exit interview.

    Most Important Lesson Learned in Firing an Employee

    Most people wait too long to fire an employee. If an employee is misbehaving publicly, disciplinary action should start after one event. If an employee is consistently missing due dates, and you’ve determined the issue is not training or another identifiable factor, gather documentation, and fire the employee.

    If you’ve introduced a company mission and vision for your workplace and managers fail to support their implementation, fire the managers. If you are developing a culture that empowers and enables employees and a manager is persistently autocratic, fire the manager. People don’t change all that much; although I have witnessed transformations, I usually witness months of heartbreak and wasted effort.

    I have also received regular feedback that firing an employee was the best thing that ever happened to them because it caused the employee to move on to better pastures. In my most recent note from a former employee who had been on a five day suspension, she thanked me. She had moved on, gotten her real estate license, and was looking forward to a great life.

    Behave legally, ethically, with kindness, civility, and compassion, but do fire employees who ought to be fired.


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