Firing-Discipline Interview

Person Interviewed: Ryan Gibert, Regional Supply

1.  How many warnings should an employee be offered prior to firing?

For many situations I kind of use a “three strikes” approach, but if the offense is serious no warnings are warranted. 

2. When doing firings, do you do this alone or with another member of the team?

It depends on the situation, who else is involved, and if I think the employee can handle it without breaking down. 

3.  Is firing people and conducting discipline the worst part of your job?

It is difficult to fire people, but there are more stressful parts of my job than that.  But I definitely don’t enjoy conducting discipline and firing. 

4. Do you find it important to involve HR in the actual meeting where you fire the employee?

This is another situational thing.  If the employee has a major infraction that needs HR involvement I do include them.  But sometimes I find it more difficult if more people are involved.  I don’t want the employee to feel attacked or bullied, but having another person there can sometimes be helpful as well.  Many times, I speak with HR prior to the face to face to make sure that my actions are appropriate.

5.  Are there situations you jump straight to firing an employee instead of starting with a verbal or written warning? 

If an employee has done something illegal like stealing no warning are warranted.  Other actions such as, sexual harassment also need to be dealt with immediately.  But small infractions can be dealt with using written or verbal warnings. 

6. What is one tip you would give a student in a leadership class regarding the firing/discipline process that you wish you would have known sooner?

Keep track of the problems for each employee with written warnings.  This will help give you evidence to use if you need to fire someone.  If warnings are verbal it is more difficult to remember specifics and it’s nice to have a paper trail.  Also with each written warning, have the employee sign it saying they understand what they did wrong, and understand what happens if they continue.

7.  Has there ever been a time when you've changed your mind about firing an employee after meeting with them?

Yes—this happens when an employee doesn’t come talk to me about a situation until it’s too late.  If an employee is dealing with something personal or related to work that is affecting their ability to do their job I need to know.  If an employee doesn’t tell me what is going on I can’t fix the problem. 

8. What is the most difficult part of firing an employee?

The most difficult part is actually telling them they are fired.  The conversation usually starts with information that leads up to the firing, and them explaining why or giving an excuse.  But when it comes down to the actual words it is difficult. 

9. Do you have a follow up process with employees who have received written warnings and are those warnings ever forgiven?

With each written warning, I meet with the employee and discuss it.  I have the employee sign it saying they understand and the information is correct.  During yearly evaluations, I will discuss any warnings that were received during the year, at that time I feel I can decide if the warning needs to stay on their record or not.   

10.How often have you had to give verbal warnings, written warnings, and fire an employee, respectively?

Luckily in my job I haven’t had to do this very many times. 

11.What is the most common offense from your employees that you must deal with?

Time clock issues.  Clocking in late, clocking out late, etc.

12.Is there ever an "easy" or "best" part when firing someone?

If I have the information I need to defend my decision it makes the process much easier.

13.Do you generally use standardized criteria when determining if an individual is in need to be fired, or is it mostly individualized? 

Individualized

14.What do you do if an employee becomes emotional or hysterical during the firing process?

If I know that this will happen in advance I have another person in the room with me.  Luckily I have never had to deal with this.  

After completing this interview I realized I don't know if I ever want to hold a position that requires me to fire people.  I don't mind confrontation for the most part, but this would be difficult for me.  I feel that one area I need to work on is looking at the facts and not allowing myself change my mind due to my personal relationship with the person.  I would be the person that would think "...but they have a family to provide for....they really need this job....maybe they will be better in the future..."  I know that I'm not responsible for a person's actions, but I would want to help and this could be to my own demise.  In situations were discipline and firing are done I feel a leader needs to be decisive, fact-based, and fair.  Also, this person needs to know what can and cannot be done.  Avoiding a wrongful termination lawsuit would need to be a consideration, and consulting with HR would be a good idea in this area.  In my unit there are over 125 nurses, I can't imagine how hard it would be to keep track of everyone, including those who fall short, and those who go above and beyond.  Finding this balance needs to be a top priority for true leaders to help employees feel valued, but also to press the importance of following the rules.  

The person I interviewed was my husband.  He has held multiple positions over the years where he has had to deal with firing and discipline.  Most of his answers I knew, just from being around him and knowing him for half of my life.  But there were a few answers I didn't expect.  I always knew when he was dealing with this kind of a situation because it would affect his mood for days.  Decisions like these would weigh heavily on him.  He wouldn't speak to me about the specifics, but I could always tell that he was worried about the person, and their family, and how losing their job would affect their lives.  But with all of that he knew what he was doing had to be done.  And really it was the employee who made the decision based on their actions.