| Firing someone, regardless of the reason, is one | | | | your separation procedures, give the employee |
| of the most difficult tasks a manager has to do. | | | | that same information in writing and bring the |
| And if it isn't done right, the consequences can | | | | meeting to a close. |
| range from mildly inconvenient (an uncomfortable | | | | If the employee wants to talk, resist the |
| display of emotion by the departing employee) to | | | | temptation to interrupt or contradict. Listen, thank |
| catastrophic (an expensive wrongful termination | | | | the employee for sharing their perspective, and |
| lawsuit or even violence resulting in serious injury | | | | gently reiterate your position. Be as |
| and possibly death). | | | | nonconfrontational as possible. You don't need to |
| Employees who are not performing up to your | | | | be a winner, and you do not want the terminated |
| needs and expectations should be given | | | | employee to feel like a loser. Don't let the |
| appropriate counseling and warnings with time | | | | conversation get personal; stick to the business |
| limits and a performance improvement plan. Make | | | | reason for your decision, avoid emotion and |
| it clear that failure to meet the plan within a | | | | personal attacks, and direct the employee's |
| reasonable time will result in termination, so there | | | | attention to the future without making any |
| is no surprise if and when it reaches that point. | | | | promises you won't or can't keep. |
| When an employee commits an offense you | | | | It's a good idea to have two managers present |
| have defined as cause for immediate termination, | | | | during the separation meeting. If your operation is |
| such as theft, gross insubordination or workplace | | | | so small that this isn't possible, bring in a |
| violence, you must respond immediately. If you | | | | consultant or even your attorney. The person |
| have effectively communicated your policies, the | | | | doing the actual firing should be the employee's |
| firing will not be a surprise. In any case, it's a good | | | | immediate supervisor. The second person serves |
| idea to have an attorney who practices | | | | as a witness and may possess interpersonal skills |
| employment law take a look at your policies and | | | | that are helpful in the situation. |
| review the employee's file before you fire the | | | | Remember that a major concern of many people |
| worker. | | | | who are fired is what will be said about them |
| Always conduct the termination process with | | | | later, so assure them that you will treat the |
| dignity, compassion and in accordance with all | | | | reasons behind the termination as confidential. The |
| applicable laws and your own internal procedures. | | | | details should not be discussed with other |
| As obvious as that may sound, it frequently | | | | employees except the management team |
| doesn't happen. Nightmarish stories of people | | | | involved and others with a legitimate need to |
| being fired during phone conversations and even | | | | know. This not only benefits the departing |
| by e-mail abound. But what's easier for you may | | | | employee, but demonstrates to your remaining |
| well make the experience more painful and | | | | staff that you will treat all employees with |
| humiliating for the employee, and those emotions | | | | respect and dignity. |
| generate anger and the potential for retaliation. | | | | Offer terminated employees the opportunity to |
| Doing the deed | | | | collect their personal belongings privately without |
| Certainly there is never a "good time" to fire | | | | having to face their coworkers. That may mean |
| somebody, but early in the week is better than | | | | scheduling a time for them to return after normal |
| the day before a weekend or holiday. Firing on | | | | working hours. Whether or not the employee |
| Friday afternoon gives people the chance to stew | | | | chooses to pack up their belongings immediately |
| and let their anger build over the weekend; firing | | | | following the separation interview or later, it's a |
| on Monday morning lets them immediately direct | | | | good idea to escort them through that process |
| their energies to recovery and re-employment. | | | | and off the premises. This protects both the |
| Choose a private place where others cannot hear | | | | company and the employee from acts or |
| or see the meeting, and do not allow any | | | | accusations of theft and sabotage. |
| interruptions. Keep the tone cordial and | | | | Finally, remember that though they may have |
| professional, but get to the point quickly. Focus on | | | | been fired, they didn't die. Depending on the tone |
| a single valid business reason for the termination. | | | | of the relationship and degree of friendship that |
| Make it clear that you are not counseling or | | | | may have developed, it may be appropriate for |
| negotiating, that the decision has been irrevocably | | | | you or others in the organization to send a card |
| made. You want the employee to understand the | | | | or note or even make a phone call from time to |
| reason for the termination, but don't gloat, blame, | | | | time while the former employee works through a |
| place guilt or stretch out the process | | | | difficult transition. |
| unnecessarily. Then move on to an explanation of | | | | |