Intro to the Top Ten Tips...

Tim responded to many e-mails individually during the month. However, as the bulk of them referred to two major topics (1. Severance/Dismissals for Cause & 2. Performance Reviews), he has captured the essence of the e-mail replies which should be of interest to other HR readers of his website and will report them over two months.

This month's focus is on 'Severance/Dismissals 'for cause' - how to strike a balance'. November, 2002 will focus on 'Performance Reviews - why Managers and Employees fail to do a good job'. Readers should also review prior months' T3 tips, as many of the queries and responses have also been captured previously.

Resist the immediate temptation to act hastily. A second opinion and a night's sleep can make a huge difference in what is often an emotional situation;

Don't procrastinate, however. Once a decision has been reached thoughtfully and with the right business objectives, get busy and implement;

Dismissals for cause place the 'burden of proof' on the employer. The relevant documentation is key and must be definitive and unambiguous with respect to the consequences of sequential infractions and the level of inappropriate behaviour;

There is no such thing in Canadian Law as 'near cause';

Dismissals for cause without any severance or payment in lieu are appropriate in only the most severe, premeditated cases. All factors must be carefully weighed to preclude embarrassing and costly reversals of the termination decision or reinstatement of the employee;

Research recent company decisions. Check for consistency. If the case in point covers new ground, be sure the facts support the new direction;

Consider Mediation as a potential dispute resolution alternative rather than the traditional more time-consuming and costly avenues of legal redress;

Never try to offer less than what the local Employment Law Statutes provide. It's a non-starter;

Remember that other employees are watching your behaviour and approach. Don't for a moment think they can't somehow access the outcome, 'secret' or otherwise;

Time spent on careful decision-making is an investment, not just a cost.

Timetable 2000/2001/2002 ... Top Ten Tips

Month	Subject
November 2002	Performance Reviews - why Managers and Employees fail to do a good job
October 2002	Severance/Dismissals 'for Cause' - how to strike a balance
September 2002	Developing HR staff for the medium term...how to build the right HR skills for HR's clients for the balance of this decade
August 2002	How to make an external 'Coach' a positive work experience
July 2002	How to prepare for that job offer. What is the appropriate etiquette?
June 2002	How to stay 'pumped' when you are between jobs and the immediate prospects look tough
May 2002	Enforcement of substance abuse infractions - do's and don't's
April 2002	Substance Abuse in the Workplace - Generic Rights & Responsibilities of all parties
March 2002	Post-interview evaluation and feedback. How to add value for your clients
February 2002	Behavioural Interviewing: sense or nonsense? How to get the best from improved hiring techniques
January 2002	Recognition Programs - the right set-up for employee acceptance and corporate success
December 2001	HR work habits for 2002. The need for reform
November 2001	Downsizing aftermath...how to keep the survivors focused for the future
October 2001	How to plan strategically for downsizing, maintaining HR's credibility and employee loyalty
September 2001	Collective Bargaining...now you have the deal, how do you make it work?
August 2001	Managing Consulting Costs...how to keep hold of the reins and avoid surprises
July 2001	Expatriate Career Assignments...how to manage the risk and improve the odds of a 'win/win' for employee and employer
June 2001	Part Two of 'Browsers' Choices'... some tips on how to migrate successfully from 'A' to 'B' in a prudent, yet urgent, manner
May 2001	Part One of 'Browsers' Choices'... a summary of the 'new & old world' of HR business
April 2001	Managing promises and expectations during the "R" word
March 2001	'High Potential' Employees...how to ensure they don't sit out the game, then leave
February 2001	How to write really useful Job Descriptions...connecting the business dots
January 2001	Outsourcing...the 'Catch 22' for HR Managers
December	Spreading scarce bonus/incentive dollars...best bang for the buck
November	Ethical Practices in Performance Appraisal & Related Salary Admin
October	Stock Option Plan Design in private companies heading for an 'IPO'
September	Key Lessons in 'Downsizing'...maintaining business & employee relationships under difficult circumstances
August	Grievance management in unionized and non-unionized workplaces
July	Business Planning in HR...how to flex HR's muscle
June	Settling post-termination disputes; mutual gains
May	360° Feedback...is it right for you?
April	Harassment in the Workplace...practical considerations
March	Interpersonal Conflict in the Workplace