Dear Evil HR Lady,
I am a small business owner (20 full-time employees). I have an employee whose skills were critical to us when she was hired in 2003, however, they have become largely irrelevant in our current business and are now used in less than 20 percent of her work on a weekly basis. Over the last few years, we have re-purposed her with a variety of administrative tasks which she did well. Further retraining in the skills we need is not possible due to the highly technical nature of our work.
On a purely economic basis, my decision should be an easy one. However, this employee also suffers from mental illness. I am aware of her illness. We have been accommodating in terms of her work environment and hours.
I need to let her go because a) we really need to free up the cash to hire the person we need, b) she’s barely contributing, and c) her behavior lately has been distressing other employees. But I truly fear that if I terminate her she will finally go over the edge in bad ways I don’t want to even contemplate. I wish I could offer her more, but at this point we would only be able to offer a month’s severance and perhaps three months of healthcare. Do you have any other suggestions as to how we can make this a positive transition for both parties?
–Compassionate and fiscally responsible boss
To read the answer click here: How to Let an Unstable Employee Go