A manager wants to fire Bob after giving him only login credentials and vague expectations. An HR advisor explains the right way: structured onboarding, clear goals, regular constructive feedback, and open communication before termination becomes an option.
I need to fire Bob and I need your help, Mr. HR. Yeah, happy to help. Tell me why. What's going on? He just doesn't get it. Doesn't get what? Anything. Okay, I think I see. Tell me more. What did you do for Bob's training? Well, we gave him the login info. What more does he want?
Ah, yes.
The sink or swim method. Classic. Right? People need to figure things out on their own. I don't have all day to teach you every little thing. Absolutely. Except that's not training, dude. Did you set clear expectations for Bob? Did you provide him with training materials and a program to follow and resources to get trained? I told him, do a good job. Crystal clear. What more does he want? Oh, so specific. Did you give him feedback on that? Feedback? You mean like when I yelled, "Fix it!" from my office? Is that the kind of feedback you're looking for? Mm-hmm. Constructive and terrifying. Got it. So let me get this straight. No training, no resources to get trained, no goals, no feedback. And you want to fire him why exactly? He just doesn't get it. You're describing Bob or your onboarding processes? We fire onboarding first. And then him? No, we fix it. First, we properly onboard and train Bob. Then we measure how he's doing. Then we assess the situation from there. We've got to open lines of communication here. Fine. But if he starts getting it, I'm putting psychic on his resume. I'll add it to the training materials.
