My approach was to limit a law suit down the line
Which would tie up resources needlessly
If one were to appear
Having this documentation that would eventually surface in discovery proceedings
It would cause them to shut down immediately
If it even got that far
I was on the training committee of my airline as a union rep
We dealt with pilots who had training issues
Failed check rides and failed type rides
I had an individual who was a minority who had failed twice and was going to take a 709 ride from the FAA which if failed would remove all his certificates
He would have to be terminated since he would no longer be a pilot
Contractually we gave him all the training he needed
He wanted to go thru the entire course soup to nuts
I approached the director of training with his request
He said no, it's wasn't in the contract
I told him that if he didn't get it he would file a law suit claiming discrimination and most likely win since headquarters was in DC and the majority of the population was black
I told him give him what he wants
If he makes it it's a win win
We get a FAA certified pilot and and no law suit
If he busted the check ride he wouldn't have a leg to stand on and he could not blame the Union for not helping him since we got him more than the contract said he should have
I left the office for the plane I was going to take home, with still a no from the director
At the jetway I got a phone call, he spoke to corporate legal and they said I was right and
Given the situation give him the training as he requested
Individual got training
Individual Failed 709 FAA check ride
Individual Was terminated
No law suit
He was weak and a pain in the ass, his file was Manhattan phone book thick
Tried to sue the union, it went no where
I was a hero
Enough said
I am a fighter weapons school graduate
Rule one
Survive First
Kill Second
In victory you deserve Champagne
In defeat you need it!
Scars are Tattoos with better stories !
If you follow all the rules
You miss all the fun!
If you have no enemies, you have no character !
Clyde Romero
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in error, please immediately notify us by reply e-mail at
Clyde.romerof4 [at] gmail.com or by telephone at (678 6419932)and destroy the original transmission and its attachments without reading them or saving them to disk.
I say act swiftly. Forget the mamby pamby HR-oriented procedural stuff. If said employee gives you the bird so publicly and gets away with it, you have been challenged, demeaned and humiliated
in public and your whole chain of command and hence the integrity and functionality of your organisation is under threat. You are seen as pathetic if you tolerate it and there will be a snow-ball effect. Time to be hard, decisive, cruel but fair. Time to
publicly and overtly cut off the finger that is giving you the bird!
E.G. As money is not an issue, deny the employee access to his/her current role for a defined amount of time that will deny his/her ability to reach his/her aspirational targets in the future. Substitute
said employee with another from the organisation for this period of time. Demote said employee in the interim. Consider this a permanent move depending on performance of the substitute.
Cheers,
Grahame
Schedule a meeting with this individual on a Monday
Email them a copy of their signed contract no later than that Friday
Let them know the topic of this meeting is the subject matter expressed in this email
They will have all weekend to mull this over in their head
Have their contract available and a have counsel and HR there as well at the meeting
Meet with consul, HR with regards to the contract and termination, in other words know when to hold em know when to fold em!
Plan for breaks in order to meet with HR and consul during the meeting to discuss what was said by the individual
Start the meeting off by saying how valuable they are to the company
Be as positive as you can with this person considering the circumstances
Allow for a little wiggle room but not much with regards to your having to have this meeting concerning their behavior
Ask the individual if there has been any personal issues that has brought out this non standard approach to their recent change on how business is being conducted at your company
Let them know in no uncertain terms that this behavior can no longer be tolerated and that we are having this meeting to find out what has brought this change upon one of our star employees
Allow for them to speak to the issues
If there is a reason for this behavior change
If it sounds reasonable, break from the meeting, and check with consul and HR for legalities
Allow for a 30/60/90 day review of said individuals performance with reviews noting that if improvement doesn't happen termination will occur
If they become belligerent with regards to the questions asked and the change of how they interact within the corporate structure
Terminate the meeting immediately
Review the notes taken by counsel and act swiftly
In victory you deserve Champagne
Scars are Tattoos with better stories !
If you follow all the rules
If you have no enemies, you have no character !
Confidentiality Notice: This e-mail ( including attachments ) is covered by the Electronic Communications Privacy Act, 18 U. S. C., Sections 2510-2521, and is intended only for the persons or entity to which it is addressed, and may contain
confidential or privileged material. Any unauthorized review, use, disclosure, dissemination, copying, forwarding or distribution is prohibited.
This email transmission, and any documents, files or previous email messages attached to it, may contain confidential information that is priviledged. If you are not the intended recipient, or a person responsible for delivering it to
the intended recipient, you are hereby notified that any disclosure, copying, distribution or use of the information containes in or attached to this message is STRICTLY PROHIBITED. If you have received this transmission in error, please immediately notify
us by reply e-mail at Clyde.romerof4 [at] gmail.com or by telephone at (678 6419932)and destroy the original transmission and its attachments without reading them or saving them to disk.
So we have a lot of smart business people on this list. How would you address the following human resources question? You may assume, for purposes of this discussion, that there are no contractual restrictions on your course of action:
You have an employee who is a confirmed star on your staff; who brings millions of dollars to the company because of his performance; who is well loved among your customers and who may be difficult, if not impossible, to replace on short
notice with an equivalent talent. You have enjoyed a mutually successful relationship with said employee for years. However, said employee has now assumed the opinion that he is no longer an employee but an executive, and has given a very public middle finger
to the existing executive staff in the company and made it clear through his actions and words that his own best interests are more important to him than that of the company as a whole. He has clearly violated a clause in his employment contract requiring
his cooperation with and execution of executive directives. Your corporate and national culture favor both a clear chain of command and dutiful compliance with assigned job tasks.
What do you do with this employee and why?
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