Professional Documents
Culture Documents
Exit Interview
This is an ideal opportunity to discover from departing employees how you can improve the business.
Use our sample exit interview template for examples of questions you should ask during an exit interview.
You can adjust the questions to fit your company's needs.
set aside time for a thorough handover of duties, and if necessary, get them to report in writing any
unfinished projects or tasks where lots of detail is involved, e.g. where they saved the files for project XYZ
fill the job so they can train their replacement in the role
once the employee has left cancel their computer codes and passwords
on their last day, make sure they return security passes, uniforms, safety gear, laptops etc.
find out about employee termination payments on the Australian Tax Office website
remember to include their pay as you go (PAYG) withheld amounts in your next BAS
collect any information now for your next fringe benefits tax (FBT) report
make sure you have their contact details so you can send them their statement of earnings at the end of the
tax year.
The Business in Transition Support (BiTS) program is designed to help businesses facing
redundancy and retrenchment and can be contacted to organise an information session for
employees. Please email the HYPERLINK "mailto:bits@dbi.vic.gov.au"BiTS
HYPERLINK "mailto:bits@dbi.vic.gov.au" team to organise an information
HYPERLINK "mailto:bits@dbi.vic.gov.au"sessionand use the information below to
ensure you meet your obligations and provide employees with everything they need.
Redundancy pay
Businesses with less than 15 employees don't have to pay redundancy pay (unless they
are subject to an award, agreement or common law contract that states otherwise)
Businesses with 15 or more employees should check the Fairwork Ombudsmun website
to get details about what redundancy might be payable.
if you make a position redundant but give the worker an equivalent job you don't have to
pay redundancy pay
there are some very limited circumstances when an employer can apply to be exempted
from the requirement to pay redundancy pay to Fair Work Commission, or the amount to
pay can be reduced.
Final pay
There is no one-size-fits-all solution to working out your employees final pay. It will be
made up of some, or all of these:
Read more about an employees dismissal for failing to follow work instruction.
Fair warning to terminate an employee explained
Every employee should be given the chance to reach the standards you set and be given a
fair hearing. Your HR policy should set fair and clear procedures for discipline and
dismissal. Use the sections in Useful Tools HR Manual template on discipline and
misconduct to guide you.
The often quoted 'three-strikes policy' is not a legal requirement, but employees
should be given fair warnings to improve their performance and some help if required,
e.g. extra training. You dont need to give warnings or notice if the employee has
committed gross or serious misconduct.
An employee can be instantly dismissed for gross or serious misconduct such as theft,
fraud, assault, being intoxicated, or refusing to carry out a lawful and reasonable
instruction, but first you should still give them a fair hearing about the circumstances
surrounding the incident. Under some awards or agreements instant dismissal can affect
their final payments, e.g. you may not have to pay their pro-rata long service leave, or
notice.
The Small Business Fair Dismissal Code applies to businesses with fewer than 15
employees (excluding irregular casuals) from 1 July 2009 (under the Fair Work Act).
Although not legally required, use the Small Business Fair Dismissal Code Checklist fact
sheet at the Dept of Education, Employment and Workforce Relations as a guide to the
right procedure. Keep completed copies as a record youve done the right thing.
For further information about unlawful termination, and what a prohibited reason is, use
the Fair Work facts sheets.
Final payments
Calculations of typical final payments include:
When wrongful termination is established, an employee then has the right to sue his/her former employer
for damages. This includes the loss of wage and "fringe" benefits, and, if against "public policy," additionally,
for punitive damages. To bring a wrongful termination suit the discharge of the employee must have been
without "good cause". The employee must have had an express contract of continued employment or there
must have been an "implied" contract based on the circumstances of his/her hiring or legitimate reasons to
believe the employment would be permanent. Also there may be a violation of statutory prohibitions against
discrimination due to race, gender, sexual preference or age, or the discharge was contrary to "public policy"
such as in retribution for exposing dishonest acts of the employer. An employee who believes he/she is the
victim of a wrongful termination may bring an action for damages, as well as for breach of contract.
Bad Boss
Discrimination
Sexual Harassment
If your client is the victim of a wrongful termination, our professional and discrete staff can contact your
former employer and inquire as to why an individual was terminated. The former employer will not be aware
that you are utilizing our service. Our highly trained staff will contact the employer just as any other
prospective employer would. We know the specific types of questions that can elicit the information necessary
to pursue a wrongful termination claim.
We will contact your former employer in a discrete and professional manner. Our professional staff will ask a
series of questions designed to elicit a response similar to that which will be given to a prospective
employer. Your boss will never know that you are utilizing our service. Our staff will provide a detailed report
of our conversation to you via your own private log in area of our website. The report will include the questions
and answers covered in the conversation, as well as tone of voice and attitude.
Armed with this information, you can go confidently into your next job interview knowing what a former boss
will say. Don't let a bad boss ruin your chances of getting a better job. Let us find out what they will say
before a prospective employer contacts them. Our clients are often shocked by what a former boss has to say
when our staff contacts them. If you think that your former or current boss is a bad boss then you owe it to
yourself to find out how they will respond to a prospective employer.
Remember, a prospective employer is under no obligation to inform you what they discovered while talking with
your former employer. Wouldn't you feel better knowing in advance what that person is going to say? Contact
our staff today and learn more about our services and reasonable pricing packages.
Sexual harassment has several forms. One definition of sexual harassment in the workplace, known as quid
pro quo sexual harassment, occurs when sexual conduct is a condition of tangible employment benefits. This
includes salary, promotions, and even continued employment. Sexual harassment under this theory
constitutes the denial of an employment opportunity because of the individuals refusal to have sexual or social
relations with a supervisor.
Sexual harassment or gender discrimination can be demonstrated in two different circumstances. The
first is when a supervisor engages in gender discrimination in the workplace by imposing conditions on the
individual. The second is when a supervisor requests sexual favors in return for granting employment
opportunities. Both of these are forms of sexual harassment. In each of these situations gender does not
matter. Men and woman can both be the victims of sexual harassment in the workplace. Gender
discrimination in the workplace is more common than not. Call us today and we can conductbackground
HYPERLINK "http://www.allisontaylor.com/background-checks.asp" checks and employment checks on former
employers.
A sexual harassment complaint can only be actionable if it is sufficiently severe and pervasive to alter the
conditions of the victims employment and create an abusive working environment. The sexual harassment
must have the purpose or effect of unreasonably interfering with an individuals work performance or creating
an intimidating, hostile, or offensive working environment. If these elements are present there may be a claim
of sexual harassment available against the offending party and can lead to a sexual harassment complaint
investigation workplace.
Unlike other discriminatory behavior, it often may be nearly indistinguishable from normal social
relations between men and women.
Sexual harassment and other gender discrimination can violate individual's rights even if the
victim suffers no adverse employment decision or economic impact as a result.
Sexual harassment and other gender discrimination frequently are practiced in violation of, rather
than in compliance with, company policy.
Quid pro quo harassment occurs when an employer conditions any term of employment on the performance
of sexual favors. For example, an employer cannot require an employee to engage in sexual conduct to keep
from getting fired.
Hostile work environment sexual harassment occurs when an employer maintains an environment where
a) offensive conduct of a sexual nature is either tolerated or encouraged, and b) that conduct makes others
feel uncomfortable or conditions unreasonably interfere with an employee's performance in the workplace on
account of his or her sex. A hostile work environment can also exist on the basis racial discrimination, sexual
orientation discrimination, religious discrimination, disability discrimination, or age discrimination. This illegal
conduct can include uninvited touching or groping, lewd comments, dirty jokes and even physical assault.
Wrongful Termination - Discrimination
Discrimination
Unfortunately, discrimination affects many in todays work force. Discrimination comes in many forms from
age, disability, racial, sexual orientation, pregnancy, reverse, gender, or national origin discrimination. With 20
years of experience in verifying job, references Allison & Taylor can help solve your job discriminationcase by
checking what your former boss/employer has to say about you.
Age Discrimination
Gender Discrimination
Reverse Discrimination
Native American Discrimination / Race Discrimination
Performance Evaluation Subjective Discrimination
It brings together information, tools and resources in one place so you get the support you
need through the change.
Ambiguous Notice
Voluntary or Involuntary?
Resignation without advance notice, but with notice given at the time of the
work separation - the employee does let the employer know somehow that he
or she will not be returning to work.
Resignation without notice at all - this can include walking off the job, job
abandonment, and failure to return to work after a period of leave.
As long as the employer did not pressure the employee into resigning, work
separations that occur under those circumstances may be considered
voluntary.
Under the Texas Payday Law, an employee who leaves voluntarily must
receive the final pay no later than the next regularly scheduled payday
following the work separation.
Under the Texas Payday Law, an employee who leaves involuntarily must be
given the final pay no later than six calendar days following the last day of
work.
If an employee expresses a vague desire to look for other work, and the
employer tells the employee to go ahead and consider that day to be his final
workday, that will usually not be considered a resignation, since no definite
date has been given for the final day of work.
If an employee asks to be laid off, be careful - that can be a trap. Do not react
like some employers have and fire the employee. Remember, if the employee
resigns, they have the burden of proving good work-related cause to quit. It
would probably be best to answer any layoff requests with a response to the
effect that the request is denied and a reminder that the employee is still
needed, thus placing the ball back in the employee's court. If the employee
persists, follow that up with a statement to the effect that if the employee no
longer wishes to work there, they need to submit a resignation request in
writing, and remind them that in the meantime, they still have a job to do. Do
not prepare a resignation letter for the employee to sign -- have the
employee prepare their own statement of resignation, and then respond to
that statement in writing, attaching a copy of the employee's resignation
notice to the response. Be sure that any exit paperwork reflects that the
employee resigned.
If you are merely counseling an employee about a matter of concern, and the
employee starts badgering you with questions and comments like "Are you
telling me I'm fired?", "So you're firing me for this?", or "I can't believe you're
firing me for this!", watch out. Things like that are often seen in situations
where the employee is trying to maneuver the employer into a premature
discharge in the hopes that an unemployment claim might turn out favorably
for the claimant. The best response is something like this: "No, I am telling
you that you need to start paying attention to instructions and following the
rules." Make it clear to the employee that you are focused on improving their
performance or on getting them to comply with policies. Once again, place
the ball back in their court, effectively letting them know, without saying it
out loud, that if they want out of the company, they will have to take the
initiative themselves.
The same rule works in reverse when an employer gives advance notice of a
layoff or termination. If the notice is two weeks or less, and the employee
accepts the notice by leaving within the two-week period, the work
separation will still be considered involuntary, and the employer will have to
prove misconduct if the claimant is to be disqualified from unemployment
benefits. However, if the notice is longer than two weeks, and the employee
leaves ahead of the final two-week period, the work separation would
presumably be voluntary in nature, and the employee would have the burden
of proving good cause connected with the work for resigning. For more details
on how TWC applies the two-week notice rule, see section 125.25 in both the
Misconduct and the Voluntary Leaving chapters of the agency's Appeals
Policy and Precedent Manual.
respond with a memo rejecting the resignation notice - let the employee
know it is not convenient for the company that the employee resign at that
time, so the employer really needs for the employee to stay, with no change
in the employment agreement.
completely ignore it - if they resubmit the same letter, admonish them that it
does not look like a resignation letter, since there is no definite date given for
the last day of work, and ask the employee to take it back and not submit it
again until they actually want to stop working.
All of this would be aimed at getting a real resignation letter with a definite
date of resignation two weeks or less in the future. Adopt a policy informing
employees that no open-ended notices of resignation will be accepted - any
notice of resignation must contain a definite date of last work. The policy
should remind employees to use caution in submitting a letter of resignation,
because once the employer takes action on it, it may be too late to rescind
the notice.
In close cases, most administrative agencies such as TWC decide that the
work separation was involuntary. Employers should be prepared with both
documentation and witnesses to prove their cases either way in the event of
a dispute over the nature of the work separation.
Introduction
An employee works for an employer and gets paid for his work and nothing
else. The relation of an employer and employee has a beginning; they stay
together for a while and then they separate. Beginning of the relation is
called as recruitment process or talent acquisition that passes through
selection phase and followed by induction. Staying together in the relation
comprises the various phases such has performance management; career
management; professional growth; development and etc. And the final stage
of the relation is the separation.
Apart from the above mentioned, the relation between employer and
employee can also be terminated during the lay-offs (Financial or economic
crisis); during the process of mergers, acquisitions and take-over; or any
other legal intervention by the state or central government.
Based on the type of employee that has been hired by the company, if local
or an expatriate or a national of other country or if an employee is hired
through outsourcing agencies, the process of separation and the documents
involved in it also differs.
Types of Separation
3) Challenging role
1) Non-Performance
2) Indiscipline
3) Misconduct
4) Insubordination
4) If the employee has committed any crime outside the office and after
working hours (such as murder or getting involved in terrorist activities or
theft or any other civil crime).
5) Then, when priorities are different. Employee has asked for leave due to
some urgency at his home (or might be he is trying to escape from his work
responsibilities) and at the same time his team also needs him in the office
and his leaves are not approved.
Resignation
After the meeting give your feedback to the department head and advise him
on whether to accept the resignation or not.
1. Let the departing employee complete all the tasks and assignments he
has in hand.
HR should ask the concerned employee to obtain no-due letter from all the
concerned departments.
HR should calculate all the amount payable to that employee and the
payment should be made on the last working day of the employee. On his
last day, the company should also give him the relieving letter.
Even in the case of expatriate employees, the process will be the same
except that the involved stake-holders will be more. An expatriate employee
is a responsibility of employer and hence care should be taken to ensure that
everything runs as smooth as possible, till the very last day of the employee
in the organization. Therefore, in addition to various departments within the
company, the HR should also inform:
1) (This is to ensure that these stakeholders shall not disturb the company
to recover any cost or loss due to its ex-expatriate employee.)
Termination
Termination can be challenged in the court of law. Hence, care must be taken
to document all the incidents that have led to the termination of an
employee.
In case of disciplinary action, the company should take care that the proper
procedure is followed. Warnings (oral and written) were issued to the
employee and the whole incident is properly documented.
In case of non-performance, the required documents must include:
a. Tasks given
c. Evaluation criteria
d. Actual performance
e. Shortfall
f. Action required
3) The HR and / or
Based on the severity of the case, the company might decide to pay the
employee for the notice period. For example, in case of non-performance he
must be paid for the notice period but in case of any disciplinary action, theft
or misconduct, he should not be. The entire amount due to him must be
recovered.
Absconding Employee
If the employee did not come to the office and nor did he informed about his
whereabouts, try to contact him on his mobile phone.
If he is not answering his calls or his mobile phone is not working then try to
call him on his residence number. Even if that is not working then speak to his
friends in the office to assess the situation.
In case you are not able to get any information about the employee then
assume that he has absconded. As per the employment laws in various
countries, send him three official notices starting from the second day of his
disappearance and send every subsequent notice after every three days. If
there is no response from his side then strike-off his name from your payroll.
On the first day of his disappearance, confiscate his workplace, his computer,
drawer etc. Take the help of Systems and Networking department to analyze
all the emails that has been sent from his computer and to whom. Stop his
salary immediately.
Seek legal help to recover your costs and /or any other items or products that
has been issued to him, such as access cards, ID Cards, Laptop, Corporate
Credit-card, House, Car etc, as applicable.
In case of Expatriate Employee
If the employee did not come to the office and nor did he informed about his
whereabouts, try to contact him on his mobile phone or any other phone
number as available in company records. If he is not answering his calls or his
mobile phone is not working and also there is no response from his house,
then speak to his friends in the office to assess the situation. Check, if the
person is still in the country or he has already left. Stop his salary.
Report the matter to the police within 24 hours. Sudden disappearance can
be interpreted in many ways, such as any accident; he might have run-
away from the country for any of the reason listed above; he might have
stolen the confidential information from the company; or he might have got
himself involved in any civil crime or criminal activity. For all reasons and for
the safety of the company, it is important to report the matter to the police.
Submit the copy of the police report to the Passport and Immigration Office of
your country and also send the copy of the report to the Consulate or high-
commission of the respective country. Also inform the banker, healthcare
insurance provider, landlord and any other service providers of the concerned
employee.
Seek legal help to recover your costs and /or any other items or products that
has been issued to him, such as access cards, ID Cards, Laptop, Corporate
Credit-card and etc, as may be applicable.
Conclusion
The processes described in this article are just the general outline that must
be followed in case of any separation and not any industry or company
specific processes. Based on the employment laws applicable in the countries
that they are operating in, companies can choose to be more stringent or
lenient in their approach. The process described here is more amicable and
ethically correct.