Beginning with you... are you managing the person satisfactorily?

This is important because not only may it be unnecessary to fire your staff member (i.e. you might find that his or her performance picks up simply by changing the way you manage) but you could also avoid a "wro

It might be because they aren't performing to your expectations; because you no longer need their role performed; or because they've breached the law or a company policy.

Whatever the circumstances, firing or retrenching someone is a confronting and often stressful task.

Here are some suggestions to make the process easier and less traumatic -- for you as well as the person you need to dismiss.

Depending on why you need to let someone go -- whether it's due to poor performance, a role that's no longer needed, or a legal or policy breach -- here's what I suggest you do...

1. Poor Performance

Firing or relocating someone because of poor performance is often the trickiest situation because (a) it may be unclear why your employee is underperforming, and (b) depending on the

relevant labor laws, it may be difficult for you to prove that he or she is underperforming and that you're legally justified in firing him or her.

So, if you are dissatisfied with someone, the first step is to work out why he or she has performed so poorly. Specifically, is it because of:

- You - The organization, or - The poor performer?

Beginning with you... are you managing the person satisfactorily?

This is important because not only may it be unnecessary to fire your staff member (i.e. you might find that his or her performance picks up simply by changing the way you manage) but you could also avoid a "wron

Here are some suggestions to make the process easier and less traumatic -- for you as well as the person you need to dismiss.

Depending on why you need to let someone go -- whether it's due to poor performance, a role that's no longer needed, or a legal or policy breach -- here's what I suggest you do...

1. Poor Performance

Firing or relocating someone because of poor performance is often the trickiest situation because (a) it may be unclear why your employee is underperforming, and (b) depending on the

relevant labor laws, it may be difficult for you to prove that he or she is underperforming and that you're legally justified in firing him or her.

So, if you are dissatisfied with someone, the first step is to work out why he or she has performed so poorly. Specifically, is it because of:

- You - The organization, or - The poor performer?

Beginning with you... are you managing the person satisfactorily?

This is important because not only may it be unnecessary to fire your staff member (i.e. you might find that his or her performance picks up simply by changing the way you manage) but you could also avoid a "wro

1. Poor Performance

Firing or relocating someone because of poor performance is often the trickiest situation because (a) it may be unclear why your employee is underperforming, and (b) depending on the

relevant labor laws, it may be difficult for you to prove that he or she is underperforming and that you're legally justified in firing him or her.

So, if you are dissatisfied with someone, the first step is to work out why he or she has performed so poorly. Specifically, is it because of:

- You - The organization, or - The poor performer?

Beginning with you... are you managing the person satisfactorily?

This is important because not only may it be unnecessary to fire your staff member (i.e. you might find that his or her performance picks up simply by changing the way you manage) but you could also avoid a "wro

So, if you are dissatisfied with someone, the first step is to work out why he or she has performed so poorly. Specifically, is it because of:

- You - The organization, or - The poor performer?

Beginning with you... are you managing the person satisfactorily?

This is important because not only may it be unnecessary to fire your staff member (i.e. you might find that his or her performance picks up simply by changing the way you manage) but you could also avoid a "wro

Beginning with you... are you managing the person satisfactorily?

This is important because not only may it be unnecessary to fire your staff member (i.e. you might find that his or her performance picks up simply by changing the way you manage) but you could also avoid a "wrongful dismissal" claim being thrust on you. For tips on how to manage people check out my free report, How To Be An Outstanding Manager -- The 8 Vital Keys To Managing People Effectively (see below).

Alternatively, if both you and your employee work for someone else... has that "someone else" -- i.e. your organization -- somehow failed to provide enough resources for your employee to do his or her job properly? Is it failing to give you the support you need to carry out your management responsibilities?

If so, you may need to ask for changes or more support from the "powers that be". And remember, if the company is to blame... firing and replacing your employee will not improve matters.

Unless... it's your staff member -- and neither you nor your company are responsible for the poor performance.

Is the employee ill suited to the role? Does he or she lack key talents, skills or knowledge?

Are their personality clashes with you or other colleagues that are interfering with his or her work? Or are there personal issues that are affecting the employee's attitude or performance at work?

Above all, is there anything you can do about any of this?

If not -- and you've done all you can to help your empl