I think Natty has the right idea. Minimizing turnover is a big responsibility of a good manager. If he has a good record prior to this episode and the not calling in, a stern, private talk that explains what problems this creates for you and a probationary period sounds like excellent advice. It gives him some part in determining whether he keeps the job or not.Originally posted by NattyBumppo
Now my .02 on the original question. What your employee did was certainly wrong and the fact he attempted to hide it from you makes it even worse. Still, according to a trade rag I read one of the largest and most common problems in the industry is hiring and RETAINING qualified and reliable help. If your man meets those two criteria you`d almost be biting off your nose to spite your face by firing him. Recruiting a new person then training then developing a level of trust with that person will take time and effort and most likely will result in lost revenue in that time is money.
Based on the minimal history you`ve provided about this person I`d be inclined to give him a second chance. I would make it crystal clear what happened is totally inexcusible and inform him, in writing, that he is on some sort of job probation for 3 months. During this period tardiness, unexcused abscence or extracurricular activities can result in immediate dismissal. I would certainly ask for his key to the shop.
The other part of the equation you may want to consider is your own "manager image." Try to honestly assess whether you lean towards being a softie or a hard-ass and do a little "course correction" so that when it gets around to the other employees what happened, you can either be "A nice guy who knows when to draw the line" or else "A Stern guy who does have a heart."
-Melanie
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