Firing an employee is one of the toughest responsibilities of a club manager. In an ideal workplace, all employees would excel in their hired positions, earn promotions to higher levels of authority and serve as optimum representatives for your brand. In reality, there will be instances when staff members seem to “fire themselves” because of their behavior or poor choices. The club owner who can understand the importance of providing clients with the highest level of service and customer care also knows why, when and how to permanently release an employee.
Your reasons for employee termination are multiple. The list often includes conduct issues, productivity problems, lack of social skills, insubordination and missing too many days from work. Address these topics under your company policy to be proactive in cultivating a healthy workplace. As an employer, it is your responsibility to have all the possible reasons for employment termination stated in your company’s employee handbook or manual. Be sure to have clear black and white guidelines that each staff member is to follow. Make an understandable differentiation between employee actions that allow for corrective action steps and those that will result in immediate dismissal.
Even in worst-case scenarios, where you have to fire an employee, if he or she clearly understands the reason for their termination, they will have a tool for improvement that he or she can utilize in their next job opportunity. This is especially important in the fitness industry, where members often build semi-personal relationships with staff members. If the former employee resolves the termination was warranted or fair, he or she is less likely to defame the facility or previous managers.
Ending someone’s employment contract should always be a calculated decision. As a club owner, you have the moral obligation to address any and all employees who have deviated from company rules and regulations. Corruption is contagious, and the behavior of one bad staff member, regardless of his or her title, can negatively influence other team members. When an employee is not exemplifying model performance and is unable to correct his or her actions, after all disciplinary guidance has been given, it’s time to let that person go. It’s also imperative to take note of the particular day that you decide to fire someone. Many human resource courses are now instructing employers to avoid firing on Fridays. It’s the last business day of the week and it sends the already stressed employee into a weekend where their frustrations and possible solutions for a new source of income have no outlet. If you choose to fire someone Monday through Wednesday, it leaves him or her with the opportunity to turn to people and business offices that can help them adjust to their new situation and address their new financial needs. It’s also equally important to be aware of the individual’s life circumstances. Letting someone go unknowingly on their birthday or within days of a recent family death can be too emotionally distressing.
With all the things that you know about business, and all the many hats you wear as an entrepreneur, it is still highly recommended you have the presence and assistance of your human resources office to terminate someone’s employment. This individual is trained on how much to say during the firing conversation, and aware of all supporting documents that need to be signed. You also want to be mindful of your own emotions and thoughts before holding the meeting. Know in advance that there is no truly pleasant way of explaining that someone is losing their job. If you are feeling particularly stressed, or facing a personal issue that has you emotionally sensitive, choose a time of the day when you are more business-focused and neutral.
Every employee’s actions must be in line with the global focus of the organization. When employees do not adhere to the culture of the company, termination is in order because of the potential negative ramifications that could affect the company’s social image. Eliminate inadequate employees to communicate a commitment to only provide the very best to the society you exist to assist.
Terrell McTyer is the Marketing Monster of Affiliated Acceptance Corporation. He can be contacted at 573-374-9970, or by email at Terrell.McTyer@Affiliated.org.
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Rachel Zabonick-Chonko is the editor-in-chief of Club Solutions Magazine. She can be reached at rachel@peakemedia.com.
