Get Your Under-performing Employee to Quit-Try "Counseling Out"

What is Counseling Out?

Counseling Out is the process of providing enough regular, candid and honest feedback that an employee quits before being fired. Most managers wait too long to fire under-performing employees. It's better for the employee, manager, and company if the employee quits. If Counseling Out is done correctly, your problem employee will find a job and quit before you have to take action. There are usually two scenarios where counseling out can be used: 'Good Employee, Wrong Job' or 'Bad Employee, Really Trying'. Read two true counseling out stories at the end of this article.

Document Everything

Any time an employee may need to be fired, you need to document all communication. Regardless of how hard you try to help your employee or be nice, there is still the risk of a wrongful termination lawsuit. To protect yourself from wrongful termination lawsuits, you should implement some basic Human Resources' best practices. If you are unfamiliar with these practices, consult an attorney to learn how you can protect yourself.

4 Steps to Counseling Out

1.  Establish a Counseling Out Timeline

This first step to Counseling Out an employee is to establish your timeline. Four weeks is usually sufficient. Because you want the right people on your team, do not extend this process for months. When you decide that you are going to start, put an appointment in your calendar as your deadline. If he/she does not quit by your deadline, fire the under-performing employee.

2.  Start with Honest Feedback

It is usually easy to give positive feedback and bonuses, but difficult to cut someone's pay or give a bad review. Although it is sometimes easier to ignore a problem and hope it goes away, that is the wrong approach. Failing to give reviews, being falsely positive or giving undeserved bonuses leads to your team's failure. If you choose to counsel out an employee, honest reviews are vital. Start with an employee meeting to give honest feedback. Prepare a list of the problems with examples to help communicate the message. (For example: John Doe does not follow instructions - On April 15, 2006, John Doe was asked to do X. He did Y.) Be clear that this meeting is not his/her time to defend himself/herself.

This is your time to present all of the issues and let the employee know that the issues can not continue to exist. You may consider letting him/her schedule a meeting with you on the following day if the employee feels the need to explain or defend himself/herself. After you finish communicating your list, both you and your employee should sign and date the document of problems, indicating that it has been clearly communicated. If you believe there is a chance for improvement, you may choose to offer a performance improvement plan. Do not feel obligated to offer such a plan. There are some employees who are just not a good fit for a certain position. Finally, close this meeting with a clear statement like, "John, now would be a good time to start looking for another job."

3. Weekly Reviews

Schedule weekly meetings with your employee through the end of your Counseling Out Timeline. Be careful to not share your timeline with the employee, in case you decide that an earlier than planned dismissal is needed. Use these weekly meetings to make sure that he/she is still providing at least a neutral contribution to your company, and to inquire about the employee's job hunt. If the underperforming employee's attitude or performance is getting worse, point it out and make sure he/she understands that he/she still has a job to do. It is okay to encourage the employee in the job search, to ask what job search tools he/she is using, to offer your name as reference (if you have some positive things to say), and to ask if the employee has had any good leads or interviews. Remember to document any progress, the topics discussed at the weekly meeting, and to both sign a meeting summary before leaving the room.

4. Time's Up - Time to Fire the Underperforming Employee

Hopefully the employee finds a job before the end of your timeline; but if he/she has not, you need to deliver the news that the underperformer is fired. By this point, the employee should be on his/her way toward finding a new job and may already have interviews or a job offer. It is not usually appropriate to offer a 'layoff' or severance package to someone who has been Counseled Out. While it may feel good to do so, you have already given the person a working severance of sorts. Deliver the message, say goodbye, and thank the employee for his/her work.


True Story #1: Good Employee, Wrong Job

"A few years ago I had an employee who had gotten into a rut after four years in the same role. He and I candidly discussed the issues and determined that we needed to find him another opportunity. I talked to other managers, recommending him for a few open positions; and within a month he was on a new team. On that team, he has performed extremely well, is much happier, and is making a great contribution to the company."


True Story #2: Bad Employee, Really Trying

"Last year, I had an employee who was underperforming. I noticed the problem after only a month of employment. Because the job was difficult, I decided to keep encouraging and training, rather than making a quick dismissal. Although she was really trying, she had trouble getting the job done correctly and efficiently. After a few more months of problems, I decided to start four weeks of Counseling Out. She did not quit, but had interviews and good job leads by the time I fired her. Although she pretended to act surprised in our final meeting, she confirmed to former co-workers that she already had another job offer. I did everything possible to help this employee find a new job and felt good about the decisions."


This article is courtesy of Careerbuilder.com and was contributed by Tiffany Worstell, Vision Staff Recruiter-Nationwide.  To contact Tiffany, call (540) 491-9112, or email tworstell@etsvision.com.  To find out more visit www.etsvision.com.

Recruiters See an Increasingly Candidate-Driven Market as Offer Turn-downs Rise

“The only reason the [talent market] is candidate-driven is because the candidate pool is very weak of the top performing individuals. Companies want the ‘Superstars’ today. Average employees are not being hired,” said a recruiter responding to the most recentMRINetwork Recruiter Sentiment Study. According to the report, in the first half of 2013, 68 percent of recruiters characterized today’s labor market as candidate-driven, up 12 points from a year ago. Strikingly, it has become not uncommon for LinkedIn profiles to tell would-be employers to go knock on someone else’s door.

“It’s a candidate-driven market [for those with] specialized skills and [who] are viewed as on the way up in their career,” said another MRINetwork recruiter. “It’s an [employer]-driven market for commodity positions.”

While experienced professionals at the top of their game are, almost by definition, few and far between, some recruiters noted a new trend emerging. For example, early career professionals, those with one to five years of experience, are becoming increasingly difficult to find. The reason isn’t hard to figure out. Since many employers have held back on filling entry-level positions for the last five years, fewer people have had the opportunity to start their careers over that time. The unemployment rate for those between the ages of 20 and 24 years old is 13.7 percent, nearly double the rate of those 25 to 54 years old (6.7 percent).

One survey respondent went so far as to say that, “Employers can expect a candidate-driven market for the next ten years due to the shortage of existing accomplished talent.” Perhaps the clearest indication of the candidate-driven market is the growing prevalence of candidates not just leaving their existing jobs, but turning down job offers.

As one recruiter noted, “Hiring is always buying and selling for all parties. [Employers] need to be reminded sometimes that it is equally as important to vet a strong candidate as it is to sell them on, ‘Why us.’” Today, top candidates have other opportunities that they are either actively pursuing or know they could pursue.

According to the study, of candidates who rejected offers during the last half of 2012, one-third accepted another job offer while 18 percent accepted a counteroffer. In 2012, counteroffers appeared to grow in frequency and veracity, possibly because hiring authorities, growing wise to the difficulty of finding top talent in this marketplace, opt to provide generous counteroffers rather than risk starting with someone new.

“Recently, we have had candidates receiving counteroffers. We are dealing with top prospects here, but only lately have [they appeared] good enough to be accepted. Prior to Q4 [2012], we hadn’t seen a counteroffer worth accepting in four years. That has changed now,” said one respondent. 

The results from this study clearly do not represent the employment market at large, but rather the management and professional segment of the talent market for whichMRINetwork recruiters are normally sought after to find top talent. However, even with the economy growing at a snail’s pace, the competition for this level of talent appears to be growing as the availability continues to diminish.

Tips for a Great Phone Interview

Your first phone call with a hiring practice is very important.  As the old saying goes, "You never get a second chance to make a first impression."  Many of our clients use a phone interview to decide which candidates they would like to take the time to meet with in person.  To help you put your best foot forward here are a few tips:

Be Prepared to Interview 

• Have your résumé nearby so it is easily accessible when a practice calls.
• Make a short list of your accomplishments available to review. 
• Have a pen and paper handy for note taking. 
• Turn call-waiting off so your call isn't interrupted. 
• If the time isn't convenient, ask if you could talk at another time and suggest some alternatives. 
• Clear the room - evict the kids and the pets. Turn off the stereo and the TV. Close the door. 
• Unless you're sure your cell phone service is going to be perfect, consider using a landline rather than your cell phone to avoid a dropped call or static on the line.

During the Phone Interview 

• Don't smoke, chew gum, eat, or drink.
• Do keep a glass of water handy, in case you need to wet your mouth. 
• Smile. Smiling will project a positive image to the listener and will change the tone of your voice. 
• Speak slowly and enunciate clearly. 
• Refrain from using slang. 
• Use the person's title (Dr., Mr., or Ms. and their last name.) Only use a first name if they ask you to. 
• Don't interrupt the interviewer. 
• Take your time - it's perfectly acceptable to take a moment or two to collect your thoughts. 
• Give short answers. 

The goal of a phone interview is to set-up a face-to-face interview. At the end of the call, thank the interviewer, and ask if it would be possible to meet in person.  

Posted by Chante Smith, Recruiter with ETS Vision. You can reach Chante at (540) 491-9105 or csmith@etsvision.com. Check us out at www.etsvision.com.

Optometrists and Ophthalmic Staff- Are You Ready for your Job Interview?

Are You Ready for the Interview?

You want to work for the practice, they've seen your credentials and they've asked you in for an interview. You want the job. Here are some suggestions that will help you make sure your interview goes as well as possible.

Preparing for the interview

Thorough preparation is critical. It is great for your confidence in the interview room and it leaves a very positive impression with the interviewers.

1. Get the logistics right. Time, location, interviewer's name and position title.
2. Do your research. Find out as much as possible about the practice: size, scope, location of the office and any satellite locations, etc. The practice website should be a very good source. If the website includes a biographical sketch of the owner, be sure to research the organizations and institutes of which the owner is a member.
3. Do some more research. Make sure you have key data in your head about your existing and most recent employers.
4. Do even more research. Ask former co-workers to tell you about your professional traits. What did they most admire? Try to find some faults as well. This leaves you more prepared for questions such as "what are your greatest faults" or "if I were working with you ...".
5. Prepare questions. The employer will be trying to work out whether you fit the available role. You should also take the opportunity to ensure that the practice is right for you.
6. Practice (see below). Take time to run through some of your answers. Don't over-rehearse, but make sure that you are coming across confidently.
7. Present yourself well. Find out what the office culture is regarding business dress. If in doubt, go more formal, not less formal. Make sure you are well groomed on the day.

What you should practice

When practicing for an interview, you should focus particularly on the way you answer questions.

1. Be descriptive. Don't just answer "yes" or "no" to questions. But also avoid "over-answering." Make your answers colorful but not lengthy.
2. Sell yourself to the interviewer, but without exaggeration or telling lies. You are there to market yourself, "blow your own trumpet" and explain why you'd be right for the role. But don't come across as arrogant.
3. Avoid making negative remarks about your current employer, or past employers or colleagues. This will only reflect on you in the interview.
4. Be determined. Make it clear that you want to get the job, even if you are given information in the interview that sheds a new light on the role. Be positive, and then evaluate the opportunity again when you are away from the interview. Don't burn your bridges.
5. Have positive body language, and maintain a good posture.

Remember: expect unexpected questions. It's fine to pause for thought. It's also acceptable to admit you don't know the answer.

Demand for College Graduates Climbs as Availability Continues to Fall

Most Americans do not have a college degree. Less than a third of the labor force over the age of 25 has a bachelor's degree and only about 10 percent have graduate degrees. Yet, for most professional or managerial jobs a bachelor's degree is not just preferred, but required. During the recession, with high unemployment and large perceived candidate availability, more roles began requiring advanced educations.

According to Burning Glass, a job boards analytics company, five years ago, just 12 percent of dental laboratory technician positions required a college degree, today, 33 percent do. Five years ago 43 percent of farm product buying and purchasing agent positions required bachelor's degrees, today 77 percent do. Other occupations including cargo agents, insurance adjustors, and engineering technicians have all seen similar degree inflation during the recession.

"Degree inflation comes both from employers trying to better filter resumes, but also from the growing technical requirements of many positions," says Rob Romaine, president of MRINetwork. "A draftsman used to need to go to a technical school to learn how to translate an architect's designs into blueprints with a pencil and a ruler. Today, that position requires the use of computer-aided design software, and understanding of architecture, mathematics, science and technology. And increasingly frequently, a bachelor's degree in architectural drafting and design too."

The portion of job postings for architectural drafters requiring a bachelor's degree has grown from 41 percent to 56 percent over the last five years according to Burning Glass.

The unemployment rate for bachelor's degree holders has fallen from 5 percent in late 2010 to 3.8 percent in November and it is just one small indicator of a lack of available professional talent. While more jobs may require bachelor's degrees, employers are also seeking candidates with more experience, something not necessarily obtained along with a degree. For those between 20 and 24 years old who want work, which includes recent college graduates, the unemployment rate is 12.7 percent, nearly twice the 6.5 percent unemployment rate for those over 25 years old.

"In general, unemployed bachelor's degree holders are younger, less experienced, and less likely to be a match for the most critical mid-career vacancies," says Romaine. "While there are clearly exceptions to this profile, finding the exceptions is one of the hardest parts of hiring in this economic environment."

Even while the economy has been growing over the last year-albeit slowly-the impact on employment levels for those with lower levels of educational attainment has been devastating. Total employment for those without any college experience has fallen by 535,000 jobs in the last twelve months. For those with college experience, however, total employment has grown by more than 2.5 million positions, with 1.9 million of those jobs going to bachelor's degree holders.

"For a company's most critical positions you have to hire someone who already has the education, skills and needed experience on day one. For many roles there is little room for on the job training and if there isn't an internal promotion possible, they will have to hire from the open market. That open market is a candidate pool which even in a struggling economy is extraordinarily tight," says Romaine.

Handling Employee Turmoil

We all have probably all been the topic of gossip at some point in our life, most likely in middle school.  But what happens when the dramatics of middle school enter the office?

Honestly, I was shocked when I started my research for this post. Unfortunately, this is a growing problem in all sectors of business.  In fact, a survey for Randstad USA found that 60% of employees list gossip as the Number One problem in the workplace.  It also found that only 8% of the issues get reported.

Gossip and harassment take a toll on not only the individual, but on the office as a whole.  This type of an atmosphere does not foster a team environment, causing productivity to suffer.  If a situation is allowed to escalate, it can create a hostile work environment, leaving not only the tormentor, but the employer as well, open to legal repercussions.

So how can you, as a manager, foster a positive work environment?

1. Address the issue and let the staff know that kind of behavior will not be tolerated.
2. Encourage communication between both parties with a manager present, while remaining impartial.
3. Have a policy in place to deal with workplace harassment.

Contributed by Tiffany Worstell, Eye Care Staff Recruiter-Nationwide. To contact Tiffany, call 540-491-9112, or email at tworstell@etsvision.com

Positive Momentum Grows as Fiscal Cliff Nears

Home prices have now been rising for eight months, and are now up more than 11 percent from a year ago, according to the National Association of Realtors. The current supply on the market fell 1.4 percent in October, representing a 5.4-month supply, down from 7.6 months a year ago and the lowest level of supply since early 2006.

If home prices continue to rise as expected, it will have two significant effects on the labor market in the coming year and years ahead. The most direct result will be the increase in U.S. home construction. Not only did new home starts jump at an annualized rate of 15 percent in September, existing home sales often also results in more construction jobs as home owners renovate before selling or after purchasing.

"Construction employment is still down by 2.2 million jobs compared to its pre-recession peak and has had virtually no recovery," says Rob Romaine, president of MRINetwork. "Despite being less than 5 percent of the total U.S. workforce, that represents more than half of the 4.2 million jobs deficit from the pre-recession peak. Any economic activity that can increase employment for the sector will have the most immediate effect of reducing total U.S. unemployment and increasing U.S. consumer spending power."

Rising home prices will also add to U.S. spending power in another way--increasing equity. The cumulative growth in home equity has added $760 billion in equity to the U.S. economy, nearly equal to the $787-billion economic stimulus package approved in early 2009. Yet, that program was phased in over three years, whereas growing home equity will add another $1 trillion in the next year. While home equity can't immediately be spent on groceries or a new TV, especially if a mortgage is underwater, it can make obtaining credit easier, and can make consumers more confident to spend the cash they do have. Receipts from the holiday shopping season are just starting to be tallied but projections suggest total revenue in 2012 will grow by 4.1 percent, above the 3.5 percent average growth in the last decade.

"About 700,000 temporary retail jobs have been created this holiday season, up from last year. But retail jobs are just the last link in a long chain of jobs created by Black Friday and the weeks after it," says Romaine. "Should projections for a strong holiday season pan out, revenues over the last five weeks of the year will spur a new round of hiring for product development, design, manufacturing, supply chain, marketing, and branding professionals and managers to create and sell products for the 2013 holiday season."

While the economy's momentum continues to build, several significant and fast-approaching storm clouds remain on the horizon. Lawmakers have pushed several critical decisions into the post-election season. Consequentially, before the new year, a lame duck session of Congress will need to revisit a series of temporary tax cuts set to expire, new taxes set to be levied to support the Patient Protection and Affordable Care Act (PPACA), expiring extended unemployment benefits, a 30 percent reduction in Medicare payments to doctors, and the first of eight annual $109 billion cuts in defense spending.

Collectively known as the fiscal cliff, should the laws stand as they are now written, more than $500 billion will be removed from the economy in 2013, causing a projected 0.5 percent drop in GDP. According to the Congressional Budget Office, this double-dip recession could cause the unemployment rate to surge back to 9 percent by the end of 2013.

"No one expects the fiscal cliff to occur in its current form, but what compromises will be made are still largely unknown," says Romaine. "Should the compromise be modest enough to prevent a double-dip recession, momentum in both the residential real estate market and consumer goods sectors bode well for unemployment to continue to decline next year as demand for professionals across industries will remain strong."