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Copyright Envision Corporation. 2002. All rights reserved. Protected by the copyright laws of

the United States & Canada and by international treaties. ! S ""E#A" A$% S!C!"'P()*!E% !( %S!*U!E+ PU*"S)+ (,,E ,( SA"E+ "CE$SE (

SU*"CE$SE+ #-E ( %SC"(SE !( A$' (!)E PA!'+ !)S P(%UC! $ )A%

C(P' ( %#!A" ,(. A"" (,,E$%ES /"" *E SUE% $ A C(U! (, "A/.

Copyright Envision Corporation. 2002. All rights reserved. Protected by the copyright

laws of the United States & Canada and by international treaties. ! S ""E#A" A$%S!C!"' P()*!E% !( %S!*U!E+ PU*"S)+ (,,E ,( SA"E+ "CE$SE (

SU*"CE$SE+ #-E ( %SC"(SE !( A$' (!)E PA!'+ !)S P(%UC! $ )A%

C(P' ( %#!A" ,(. A"" (,,E$%ES /"" *E SUE% $ A C(U! (, "A/.

Copyright Envision Corporation. 2002. All rights reserved. Protected by the copyright laws of

the United States and Canada and by international treaties. ! S ""E#A" A$% S!C!"'P()*!E% !( %S!*U!E+ PU*"S)+ (,,E ,( SA"E+ "CE$SE (

SU*"CE$SE+ #-E ( %SC"(SE !( A$' (!)E PA!'+ !)S P(%UC! $ )A%C(P' ( %#!A" ,(. A"" (,,E$%ES /"" AU!(A!CA""' *E SUE% $ A

C(U! (, "A/.

CHECKLIST

WHEN SHOULD YOU FIRE AN EMPLOYEE?

!hese ites are not eant to be deterining factors in releasing an eployee. ather+ they are listed asites to consider in deterining the val1e or contrib1tion of the eployee to yo1r organiation. f yo1answer 3yes3 to any of these 41estions abo1t yo1r eployee+ yo1 sho1ld thin5 abo1t how 1ch or howlittle this eployee is doing for yo1r b1siness.

Constantly sidesteps probles that consistently happen.

*laes others 6incl1ding yo1rself7 when things go wrong.

Allows criticis of the copany to go 1nchallenged

%oesn8t worry abo1t when he9she is consistently late for wor5 or eetings.

Postpone copletion of pro:ects as long as possible.

Avoids see5ing clarification of is1nderstands so he9she can criticie later.

$ever vol1nteers for an assignent when not absol1tely certain of s1ccess.

%oes not worry abo1t deadlines.

aintains sae so1rces of inforation and bases decisions on opinions rather than facts.

!ries to be as worry free as possible.

!ransfers or releases good people who disagree with hi or her.

Sees delegating as a way of getting rod of 1npleasant chores.

;eeps b1sy on c1rrent pro:ects and is 1ncofortable abo1t f1t1re planning.

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Allows soeone else to do his or her recr1iting and selection.

!ends to criticie others in p1blic rather than in private.

s ins1lated fro contact with s1bordinates.

,re41ently tries to let yo1 5now how 1ch yo1 depend on hi9her everyday.

s not concerned abo1t prootable people if they ight ta5e his or her place.

s 1ncofortable when he or she 1st depend on s1bordinates to provide answers.

Concentrates efforts on preferred tas5s rather than on those he or she li5es to do least.

Coplients yo1 fre41ently+ even when a reason 1st be created.

%ownplays the copetence of other people.

!a5es as few ris5s as possible.

/aits as long as possible before delivering bad news.

"iits efforts to 3on