| It is the occasion that every manager has | | | | notes. Reasons for discharge should be put in |
| faced-terminating an employee. Few managers | | | | writing and a copy of such should be given to the |
| can say that this is an easy part of their job. | | | | employee. Failure to put reasons for termination in |
| Terminating an employee is always a difficult and | | | | writing can be the source of confusion, |
| stressful task. In today's volatile workplace | | | | recrimination, and future litigation. Many employers |
| environment this task is even more difficult. The | | | | give employees an opportunity to comment in |
| potential for litigation, adverse publicity, and even | | | | writing during the exit interview. The value of this |
| violence makes the way you discharge workers | | | | is debatable but many employees find this |
| even more delicate. There are ways to mitigate | | | | practice comforting and empowering. However, |
| these circumstances and the termination interview | | | | this option often merely leads to vague |
| is pivotal to effective workforce management. | | | | accusations and name calling. Unless your |
| Timing. There are two schools of thought on | | | | organization conducts internal inquiries and follow |
| when to terminate an employee. One group | | | | up tracking of discharged workers, asking for |
| suggests that employees be terminated at the | | | | written comments should probably be omitted. |
| end of the work week. Terminating employees | | | | Don't argue. Even when workers anticipate |
| who deal with company funds, sensitive material, | | | | separation, this process is rarely without strong |
| or valuable company assets at the last possible | | | | emotions. These emotions range everywhere |
| moment is often the safest way to protect the | | | | from fear and sadness to rage and panic. As a |
| organization. | | | | manger it is your job to allow an employee the |
| Workers facing termination can act in irresponsible | | | | opportunity to vent these emotions within |
| ways that are motivated out of anger and | | | | reasonable parameters. Often, when a manger is |
| disillusionment. This is certainly possible with | | | | confident in their decision and sensitive to |
| employees who have not anticipated separation. | | | | employee's feelings they can set the tone of the |
| The opposing school of thought proposes that | | | | interview. Care should be taken to use a calm and |
| employees be given appropriate notice of | | | | responsive tone of voice and avoid feeding an |
| impending termination. This gives the employee a | | | | employees anger. |
| small duration of time to begin to seek other | | | | This is not the time to argue every point and set |
| employment before wages cease and perhaps | | | | blame. It is hard to avoid becoming angry when |
| more importantly, it gives employees time to | | | | being confronted with such strong emotions that |
| make the emotional separation of leaving friends | | | | often become very personal. But by remaining |
| and coworkers. The importance of these | | | | calm, a manager can control the content of the |
| relationships should not be underestimated and | | | | interview and keep it focused on the facts at |
| giving workers time to say goodbye can mitigate | | | | hand. It is essential that the agenda you have set |
| the depression and anger that frequently follow | | | | for the interview be followed and all issues |
| loss of employment. Each situation should be | | | | discussed with the employee. If you lose control |
| examined on a case by case basis and where | | | | of the discussion you run the risk of failing to give |
| security issues allow, employees should be given | | | | vital information in a clear and indisputable manner. |
| some amount of notice. | | | | The content and tone of a termination interview |
| Documentation. Just as you document the events | | | | can be controlled and the manager must exercise |
| leading up to termination, the interview itself must | | | | sensitivity in this process. The consequences of a |
| be well documented. Many managers find a | | | | bad interview can be far reaching and you have |
| checklist or notes helpful to keep the interview | | | | only one opportunity to get it right. This process, |
| focused and on target. The exact time and date | | | | as with most organizational processes, gets easier |
| of the interview, persons in attendance, and | | | | with time. However, approaching this process with |
| location should be noted. | | | | caution and vigilance is the best method. |
| Also, any documents presented to the discharged | | | | Remember that your words will have strong |
| employee such as performance appraisals, | | | | impact not only on your employees, but on the |
| severance information, and disciplinary forms | | | | soundness and credibility of your organization as a |
| should be copied and attached to the manager's | | | | whole. |