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Leg 500 Employment at Will

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Scenario 1:
When addressing the issue of a new hire who has not shown the ability to learn the systems needed to perform a job one of the very first questions that should be asked is what made the hiring manager believe this employee would be competent? According to Manzoni and Barsoux, managers often bear some blame for an underperforming employee and most commonly the failure occurred during the candidate selection process. In reviewing interview notes, questions asked and not asked we will often find errors we as managers made in gaining an accurate understanding of a candidates abilities and competencies. For this new hire, the first step would be to review those interview notes and try to identify any oversights. Perhaps the job responsibilities were not discussed because the focus of the interview was more on her school experience. If skills testing was administered, we should take a closer look at the time it took her to complete the tests as well as a closer look at what she got wrong. Perhaps the test given was not an appropriate assessment to identify competency for the job she was hired for. Next it is time to have a one-on-one discussion with her. Since the employee feels that she is not appreciated and is a good worker, give her an opportunity to show this and explain it in detail to you. State that from the productivity perspective this is not being seen, but we acknowledge that we cannot always see everything our employees are able to accomplish and contribute. Any approach taken can be met with defensiveness, but ideally this approach will feel less attacking and more like a partnership to move things forward in a positive direction. Next review the training and support she has been given and offer an opportunity for feedback from her as to whether or not she felt it was helpful and why? The conversation should end with clear

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