jump to last post 1-3 of 3 discussions (4 posts)

To managers and executives out there, what are the ways that a fired employee is

  1. gmwilliams profile image84
    gmwilliamsposted 2 years ago

    To managers and executives out there, what are the ways that a fired employee is

    considered to be a liability, even problematic by future employers?  Why you WOULD NEVER hire an employee who has been fired from his/her job?  Do you strongly contend that fired people will become unemployable?


  2. Paul Edmondson profile image
    Paul Edmondsonposted 2 years ago

    Each person's situation is different.  It's not a deal breaker if we learn in the hiring process that a person was previously let go, but it is important to hear why. 

    Over the years, I've heard a lot of different reasons.  Sometimes they are unrelated and don't come in to play in the decision at all.  I once heard someone was fired because they were taking care of a sick parent.  I care even less when it's a one time situational typle cause.

    I think the most important thing for people to be aware of is that they don't want being fired to become a pattern.  If you've been let go two or three times without extenuating circumstances of some sort, then it will likely make finding a similar role more difficult.

    1. gmwilliams profile image84
      gmwilliamsposted 2 years agoin reply to this

      Thank you Mr. Edmondson for your response.  It is nice to make your acquaintance.

  3. profile image0
    Larry Wallposted 2 years ago

    I have been fired once, and the term was "let go" when I was almost 60 years old. I did find a part-time job at a department store, but  being 60 with bad knees did not go together. Other jobs that fit my skill set because there is a new trend that you should change jobs about every seven years. I had my job for 23 years and learned new skills every year. To more directly answer your question the fired employee is a liability for the following reasons:
    1. Salary has gotten too high.
    2. He has more experience and knowledge of the operations of the company than the new President or CEO that has been hired.
    3. He is aging and having increasing health problems causing a strain on the company's group insurance plan (the ACA may make that issue mute).
    4. He is not a yes man--this is what did me in. My new boss said if he wanted something done he did not want to hear what was done in the past. Being the one with the institutional knowledge, I said, I, though I would have an obligation to tell him if a pass effort had been successful or a failure and why. I also said that would be my opinion, and he could ignore it or use it, but at the end of the day; I would have done whatever he wanted accomplished. I always kept that promise. I was frequently correct. He did not like that.