According to the Employment Service’s data, every day of quarantine means 2,000 lost jobs. Some leave work at their own initiative, others – change jobs due to professional ambitions, while others yet have to bid farewell to their job or perhaps even their profession due to reduced market demand, various restrictions, employer decisions or other reasons. However, for every self-respecting employer, quarantine firings are a real test and review of their values. Here are a few observations, which will help let go off staff under non-standard conditions.
Flexibility. Both in firing an employee and in leaving voluntarily, it is necessary to be flexible. While normally, under such circumstances, employees must continue working for 20 calendar days, during the lockdown, flexibility is an advantage to both sides. A flexible attitude on the part of the employer will help terminate this part of the contract, not adhering to the maximum duration and thus, potentially facilitating the next steps of their now former employee.
Remote dismissal. Just like other work procedures, dismissal can also be performed remotely. That said, an important aspect must not be forgotten prior to doing so – transfer of duties. The same remote measures can be used for this process. By the way, they are suitable and can definitely be used for “farewell parties” with colleagues.
Employers mustn’t forget that departure from work during the quarantine is a more sensitive procedure than normally, thus there must be a complete mutual agreement, humanity and, likely not a strict “Bye!”, but an understanding “Thank you and farewell!”
If an employer must accept a new team member during this time, this also raises more tensions and confusion than usually. What should be considered in order to ensure the hiring process is as smooth as possible?
Clearly functioning internal company processes. If you maintain order within the company – having work instructions, descriptions, rules – then bringing in a new staff member only requires this to be communicated and some time allocated to potentially explain things.
The use of technical solutions. During this atypical period, the first days of a new employee might start not in the office, but sitting at a computer at home. It is important that companies would internally make use of clear, understandable and universally accepted remote work solutions, which can also be mastered by newcomers.
Colleague involvement. When you have to get acquainted with colleagues solely through a screen, it is essential as never before to ensure not only formal, but also informal interactions – initiates virtual breaks and discussions, find common interests and such. The usual practice of assigning a “buddy” to help a newcomer integrate is no longer suitable when working remotely – involvement from the entire team is necessary.
Return interactions. Under standard conditions, a new team member would familiarise themselves with most questions that arise when working, learning from others or observing them. Currently, such an approach is not possible, thus both sides – employer and employee – must find harmony in the series of questions and answers, which could be much larger than when working under normal conditions.
It is likely that with the lockdown being loosened or even completely lifted, most of this advice will remain relevant. This period has proven that remote work organising not only works, but often is even more effective than directly doing so.
