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LMGI COMPASS
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Winter 2024
Navigating the Nuances of
Hiring and Firing
in the Location Department
by Chris Evans
Once they themselves get the job,
pulling together a dynamic well-functioning team is
a location manager's first order of business.
But people don't always work out,
and the rules of disengagement are complicated.
Firing a team member is always a tough but sometimes necessary part of the job. I talked
to several seasoned and accomplished LMGI location managers about just how they
balance the challenges of hiring and the art of leing someone go. Factoring in management styles, harassment
issues, mental health, unions and WhatsApp comms, they candidly shared their experiences of the hire-fire
hustle in today's workplace.
"There are inevitably people that just don't work out. You always try and correct whatever behaviour is deficient,
but this business as a whole is unforgiving. There is no room for people who are not doing or behaving their best,"
says SLM Fermin Davalos.
"In the old days, there were nose-to-nose stand-up disagreements on set, but then you would go for a beer
aerward and sort it out," says LM Robert Bentley. "Now, you can't behave like that, times have changed. You've
got to be more diplomatic, which is challenging when you're working long hours and on lile sleep."
Times have definitely changed. What might've been considered normal 'banter' or minor disputes in years gone
by, are oen no longer acceptable. This is drilled into supervising location managers who are now required to
aend regular physical, sexual and mental harassment training.
"They lecture the crap out of us now, on harassment issues," says SLM Paul Boydston. "For every hour that
team members have to spend in training, I get an extra hour because I'm a supervisor. A lot of it is about see
something, say something!"
Many SLMs actually put down in writing what's required of team members from the start, not only work
responsibilities, but behavioural expectations. "This is particularly the case with big-budget projects," says SLM
Mike Fantasia. "This sets out how you take photographs, this is the way you archive things, and this is what we
expect in terms of participation in group meetings, and this kind of behaviour or language will not be tolerated."
SLM Mandi Dillin adds: "I actually wrote a handbook that I give to my department, regardless of whether they'd
worked for me for 20 years or are brand new, which lays out my expectations. And if they can do things within
my system, then I typically don't have a problem."
