| No one should be fired and be surprised about it. | | | | events. |
| There are always warning signs. The trick is in | | | | * HR wants to meet with you to update their |
| learning how to recognize the signs and to have a | | | | records. |
| plan of action. Many time subtle hints are given | | | | Boss |
| that allude to the ax falling. | | | | * Your boss meets with you less frequently with |
| Here is a checklist of early warning signs that add | | | | a much shorter duration. |
| up to impending doom: | | | | * You are suddenly given a performance review. |
| Subtle | | | | * Your boss seems distant and unavailable. |
| * You are asked to update management on all | | | | * Someone sees your boss outside the office |
| your currents projects. | | | | with what looks like a job candidate. |
| * You no longer get asked to join meetings that | | | | * Your boss seems inordinately interested in your |
| you have always attended in the past. | | | | contacts and resource base. |
| * You are pushed to wrap up longstanding | | | | * Your boss starts making your decisions and |
| projects. | | | | directing outcomes. |
| * You have a general sense of unease at work. | | | | * Your boss seems particularly interested in your |
| * Your expense reports are closely scrutinized | | | | project outcomes. |
| and require explanations. | | | | * Management is conducting interviews for a job |
| * Things that were expensed previously are now | | | | that is similar to yours. |
| being questioned. | | | | * You start reporting to a new boss who is a |
| * Time off for personal reasons is denied or | | | | more junior manager. |
| questioned. | | | | Subordinate |
| * Your office space is downsized or moved to a | | | | * A new committee is formed to restructure the |
| distant location. | | | | department and you are not on it. |
| * You are asked to transfer to an out of the | | | | * You are no longer copied on memos and |
| way facility. | | | | internal communications. |
| * Your duties are changed to some not critical to | | | | * Other employees seem uncomfortable in your |
| the company's success. | | | | presence. |
| * You are asked to prepare a job description and | | | | * You are asked to explain your job to a |
| explain your duties. | | | | subordinate. |
| * You walk into a room and there is silence. | | | | If you checked one or none of these items then |
| * Performance reviews are either canceled or | | | | you are probably safe for the time being. If you |
| rescheduled as an emergency. | | | | answered yes to a couple of these, it could be an |
| * Communications that were by mouth about | | | | early warning sign that there are problems ahead, |
| your performance suddenly appear in written | | | | and your boss is laying the ground work. |
| form. | | | | If you answered yes to five or more, you better |
| * Your income is frozen for no apparent reason. | | | | begin to update your resume. You are probably |
| * No one invites you for drinks, lunch or social | | | | fired and just don't know it yet. |