Bad Idea: Giving Someone A Raise Then Terminating Them
This has actually happened twice recently. It’s a mistake. In one of the situations, we didn’t give the person quite as big of a raise as other people would get under the same circumstances because there were HR things going on. For the other person, it was more for appeasement but we didn’t know if it would solve the underlying HR issue. It solved the situation for about a day then the same issue popped back up soon after. In retrospect, if you have an HR issue with someone, you need to red flag that and when their annual review comes around, they don’t get a raise. Red flag things by having written warnings. The first step is an oral warning. It’s clear to the employee that this is a warning; it’s not a casual conversation. Step 2 is the first written warning, then a 2nd written warning, and finally, termination. If you have someone progressing through those disciplinary actions, they should be considered on a different path than the other members of the team. — Erik J. Olson is an award-winning digital marketer & entrepreneur. The Founder & CEO of Array Digital, he is also the host of the Journey to $100 Million Flash Briefing and daily podcast, and the organizer of the Marketers Anonymous monthly meetups. — Kevin Daisey is an award-winning digital marketer & entrepreneur. He started his first company when he was just 23, and is the Founder & CMO of Array Digital. Kevin is also the co-host of the Journey to $100 Million Flash Briefing and daily podcast, and the co-organizer of the Marketers Anonymous monthly meetups. — For more information on the show, and to check out past episodes, go to journeyto100million.com!