The director also said he offered additional training and support, but the worker declined, stating she didn’t feel she could do the job.
The sales associate described the interaction differently, noting that when the director “advised her that if she isn’t willing to listen to learn then we would need consider parting ways, [the worker] responded by saying that she did not feel capable of achieving more than three contacts daily and could not achieve the KPI.”
The worker provided a contrasting account of the meeting. She described the director as being “very upset, kept talking loudly, kind of shouting, all the time, didn’t allow me to explain or talk, he stopped me every time I tried to speak.”
She said she asked for help meeting the targets but was ignored, and when pressed about accepting the key performance indicators, she responded: “It is really hard for me; I don’t think I can make it.”
Examining the worker’s intention to resign
At the hearing, both the director and sales associate gave oral evidence and denied suggestions that the meeting had been pre-arranged to effect the worker’s dismissal.
