Replacing an existing employee - which way is best?

Question

We are going to have to replace an employee that isn't working out. The management team is deciding which is the best plan of action. Place a blind ad for her position so that we won't have a hole in the workstaff until we find a replacement (a warm body is better than no body approach) or two, fire her then advertise for her position so that we can search without secrecy (the sometimes no body is better approach). Have you ever replaced an employee while they were still employed? Which approach did you take and why?

We are replacing her because she is just not able to perform at the level we need. She has been counseled several times and appears overwhelmed by this position.

Answer 1

I've done all variations of the above, plus a few more. In my experience, it's tough to get the best candidates from blind ads, although sometimes they are successful. Here's what I'd probably do in your shoes - kind of a hybrid approach:

1) Tell the employee that her performance needs to improve. Be specific, and document it so she can't come back and claim wrongful termination later on. Give her a time frame inwhich to demonstrte improvement - within 30 - 60 days is typical if she has no previous performance documentation on file.
2) Run the blind ad and interview candidates, starting ASAP. If you find someone better, great - move Nancy Numbskull down the road in the documentation process and out the door while Anita Amazing is giving notice and preparing to come on board.
3) If you find no one through the blind ad, you need to assess what the business risk is if Nancy leaves without a replacement. If her tasks can be handled short-term by others, or set aside, then the risk is minimal - she should be termianted and a full search can begin for a replacement.

A couple of other options to consider:

-work with a staffing agency to interview temps for the role. Find one you like and replace Nancy. You can even try them out in a different position first if you have one available, just to see how they work out.
-work with a VERY trusted recruiter or agency to have them recruit Nancy out of your company. This takes some finesse but can end up to be a win-win - you don't need to go down the disciplinary road, Nancy gets a new job and you're free to replace her, she doesn't feel like a loser, you're not paying unemployment.

Good luck.

Answer 2

If she is doing the job well enough to stay on until there's a replacement, why are you letting her go? Seems like you could work with her on her job skills. Has she received any kind of feedback on her work that would have given her a chance to turn the situation around?

If you have addressed everything in the previous paragraph, and you really believe she's a hopeless case, then you should fire her now. Keeping someone around whom you know is not performing is demoralizing to the office. Everyone will feel better (including the person in question, most likely), once the situation is resolved.

Answer 3

it all depends.
Do they have ethical problems or are they just not meeting your business standards?
If you are having problems with their behavior, then I suggest you fire them with of course an exit interview!
If it's just a performance problem, as you said a warm body is better than nobody, place an ad for a new employee, then inform the employee that you are bringing a substitute in and that they should be looking for a new job and returning company belonging by x days from now.
Just remember to provide logical reasons for their employment termination, so they know exactly why they deserve it!
This way they will accept the fact more easily!

Answer 4

Yes, many times.

Let her go saying it is not a good match and you wish her the best.

Then start looking for a replacement. Keep it all above board.

I never keep employees who are not working out just to fill a spot. It drags down the entire organization, in my opinion.

Most of the time the employee knows deep down they are not doing well and are a bit relieved.

I've let employees go who ended up getting a job in something else that was more suited to their talents and they really did well.

Answer 5

I once called up about a receptionist job to an office. The girl who handled the call asked me why I called and I told her it was for the admin job and she asked me in a very defensive tone, 'what admin job????' I was like, ooops, I guess this is the one they're replacing!

Moral of the story: put down alternative number for job candidates to call, and make sure the person being replaced is not the one answering the phone!

Answer 6

Let her go and then fill her position. Managers should fill in the gap while the position is open 'cause that what managers should do.

Consider that you may want to upgrade the skills of your managerial team also since you are asking on Yahoo Answers how to deal with this.

Answer 7

It would get to be kind of awkward, and kind of obvious, to train the new employee while the old one is still there - my advice would be to bite the bullet and fire her now. But first, talk to her about her performance - maybe she can improve it.

Answer 8

I have seen several approaches-------------make the person so miserable(bad hours, tedious work,etc.) that they quit. Yes, I have seen this one.... Or perhaps create another job for them. That would be nice, if possible.
I have also seen "oh, we NEED you and your special talent in another area and we are moving you". I do agree, up front talk is the best way for everyone. Belinda

Answer 9

Short term pain , long term gain. Part company sooner than later to minimize stress for all.