HR Practices Firing Outline

HR PRACTICES 5

HRPractices: Firing

Outline

Thesis:Thepaperis an actionplanthat is to be tabledto thetopmanagementof theinstitution,detailingthereasonsforfiringstaffmembers.

Introduction:Thispartgivestherationaleforfiringtheworkersfrom theinstitutionandtheaccruing advantages.

SecondPart: Thesecondpartoutlinesthereasonsforfiring,whereasthelastpartprovidesa detailedprocedurethat will be followedby theexecutive during thelay-off process.

Rationalefor Firing

AstheDirector of Radiology, ithas dawnedon me theimperativeness of layingoff someof thestaffmembersin thethree hospitalfacilitiesthat am in charge.Thiswill beachievedthrough theconsolidationof somenon-emergent serviceat one siteof thethree sitesunder my jurisdiction.Under theconsolidation,thefacilitywill layoff a numberof currentemployeessuchas theclericalstaff,radiology techs andpositionsof two directorsthat headtwo of thesefacilities.Under thisplan,I wishto retainone directorwhoI recentlyemployedto managethethree facilities.Itshould be notedclericalstaffin two of thesefacilitiesare representedby a laborbargainingunithenceneedforan establishedprocessto avoidfuturelitigation(Marquit,2015).

First,itshould be notedthatthehospitalemployson the“at will” basishencethehospitalreservestherightof firingtheemployeesatanytimeifthere are sufficientreasonsforfiring.However,forthecontractual employeeswill haveto be compensatedforterminatingtheir contract.Firingemployeeswill reducethecostsof runningthebusinesstherebyincreasethefinancialprofitsof thebusiness.Additionally, theprocesswill increasetheefficiencyof theinstitutionsince there will be increasedsupervisionowingto thereducedstaff(Marquit, 2015).

Thelayingof processwill be non-discriminative since itis illegalunder thefederallawsto terminateemployee`sstaffbased on age,race,sex,religion,originordisability.TheHR staffhas identifiedtheperformanceof thevariousstaffanddecidedon thosethat needto be laidoff owingto their poorperformances.Theextemporal performerswill be retainedto ensureefficiencyin thefacilityevenafter theconsolidationof thenon-emergent facilities.Otherthan employees’performance,wewill determinetheproductivityissuesof everystaffmember,determiningthosethat needto be laidoff. Productivityissuesdealwith timespentby employeeson their personaltime,wherestaffmembersthat spendmostof theworkingtimeto tendtheir personalissueswill befired(Magoon&amp De, 2007). Thiswill ensurethatonlythosethat are committedto efficiencyof thefacilityremainas employees.Allemployeeswill be scrutinizeddespite their histories,to ensurethattheextemporal performers’,not thosewhohaveworkedformany yearsremainin theemployment.In thewholeprocess,weshall avoidallwrongful terminationproceduresthat may leadto litigations.Whilethere are nofederalorstateprocedureslaidforfiringworkers,weshall ensurethatall thefiredemployeesreceivea fairdeal,protectingtheorganizationfrom unforeseeable civilliabilitiesthat may adverselyaffecttheinstitution(Magoon&amp De, 2007).

Amongthereasonsforstafflay-off comesis to reducetheincreasingoperational coststhat are threateningtheperformanceof theinstitution.Thelay-off will be imperativein improvingtheperformanceof theremainingstaff,since theywill bekeptontheir toesby thesupervisors,whowill be closerthan in thecurrentsystem(Marquit,2015). Theterminationprocesswill involvetheexitinterviewsthatwill elucidatethefiredemployeesthereasonsfortheir firing. Theexitinterviewis imperativein reducingthenegativefeelingsthat may be harboredby thefiredemployee.Theexitinterviewwill alsoproveto be a valuableresourceto informthemanagementabout theunfavorableconditionsin theinstitution,therebyamicableresolution(Magoon&amp De, 2007).

References

Marquit,M. ( 2015). How to Fire an Employee Legally – Reasons &amp Laws.Retrieved fromhttp://www.moneycrashers.com/fire-employee-legally-reasons-laws/

Magoon,L. M., &amp De, S. A. D. (2007). 50Plus One Tips When Hiring &amp Firing Employees.Chicago, Ill: Encouragement Press.