How we've helped with staff problems

Help dismissing staff

Why were we involved?

We were contacted by a client who had had to split up two staff for fighting in the company car park. The employer felt that the employees' behaviour was completely unacceptable and they were both equally to blame given that this wasn't the first time that this had happened.

How did we help?

We advised our client that he should suspend both men immediately. Having done this we discussed with the employer the importance of investigating events, even though on the face of it it was a straightforward issue, and the need to consider the matter at a formal disciplinary hearing. We advised on how that investigation should be carried out and supported the employer in his role as Chair of the Disciplinary Hearing.

What was the outcome?

Both men were dismissed from the company for gross misconduct, their appeal was not upheld and they made no claim to an employment tribunal.

Redundancies are stressful for employers too

Why were we involved?

We received a call from the owner of a local company who needed to reduce his overheads by making two posts redundant. He had known his employees so long it felt like he was making members of his family redundant and the thought of breaking the news to his staff was making him ill.

How did we help?

We helped the employer to work out the selection criteria and go through the process of deciding which two people were going to be made redundant. A Metis HR Consultant managed the difficult conversations with the affected staff, breaking the news and supporting both them and the employer up to the termination date.

What was the outcome?

The redundancies have been completed with as much dignity as possible for the two people affected. The company is now better positioned to successfully survive the current economic climate.

Poor work rate

Why were we involved?

An employer was frustrated with a staff problem, someone who was a nice person but who just wasn't pulling their weight, and everyone knew it. He wasn't sure what he could do as the employer to address this.

How did we help?

We worked with the employer and the employee to clarify the expected work rate and set down some measurable targets. We supported the manager in planning for scheduled performance review meetings.

What was the outcome?

A general improvement in attitude with some targets being met. Following a disciplinary hearing to investigate why the targets were being missed the employer reached the decision that the member of staff could do the work, he was just poor at organising himself. The employer decided to invest in some time-management and personal organisation training for the member of staff.

Temperature check with a staff survey

Why were we involved?

A client who had been in business for 3 years wanted to find out what people really felt about working in his business. He depended greatly on his employees but couldn't afford to increase pay. He wanted to know if there were other ways in which he could do to make his staff feel valued.

How did we help?

We worked with our client to develop an anonymous survey that probed staff on their morale, their commitment to the company and their 'buy-in' to the company's goals. Cost-effective distribution and analysis of the survey was agreed and communication to staff prepared on our client's behalf.

What was the outcome?

Having just completed the analysis of the second staff survey in two years for our client we were able to help him show his staff that he's listened to their suggestions. The changes he's implemented demonstrate a tangible improvement in morale in the workplace and commitment to the company with no pay award being made for the last 2 years.

To sack or not to sack, that was the question...

Why were we involved? An employer was tearing his hair out with an employee who repeatedly didn't perform but always seemed to have a good excuse when he spoke to her about this.

How did we help? We worked with the employer to plan a structured interview with the employee and sat with the manager providing advice and support at this and subsequent meetings.

What was the outcome? The employee is now performing the tasks and duties given. She is still not the easiest person in the world to manage but the employer has a strategy for dealing with her that works for him. The employer is no longer tearing his hair out!

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