The art of letting go.
More than two-thirds of employees who are treated
rudely tell the outside world about it. With
firings, the rate is even higher, according to
studies by the University of Southern California
Marshall School of Business.
Breaking up
doesnít have to be hard to do. Here are 10 tips for
letting people go without bruising their egos. Much
of this advice comes from the collective wisdom of
human resource professionals, other business
executives, and outplacement
experts.
Give warning. All
performance-based firings should start with a
warning or probationary period. If you let someone
know they're on the bubble, they just might turn
things around. If they've put in years of service,
it's the least they deserve.
Document,
document, document. Once you've told an
employee he or she is on probation, document every
task and interaction. The better records you keep,
the easier it will be to justify your actions should
you find yourself defending them in legal
proceedings.
Time it right. Fire early in the
day and early in the week. The worst time to
terminate an employee is the day before a weekend or
holiday.
Prepare the
paperwork. Don't wait until after you fire
the person to deliver termination paperwork. Pay,
including any benefits and unused vacation, should
be delivered on the spot. This is not only good
policy; frequently it's the law.
Don't go it alone. Having a
representative from your human resources department
in the room adds a sense of gravity and finality to
the termination conversation. And if the employee
asks a question you can't answer, your expert is
right there. It also provides a witness on your
side should you end up in court.
Ensure privacy. Make it
clear that only you and the HR rep will take part in
the termination meeting. Reassure the employee that
nobody else will be in on what's happening.
Neglecting this will make him or her,
self-conscious.
Be brief.
Prolonging the meeting can suggest to your employee
that he is involved in a negotiationóthat there may
be a way out. When he realizes there isn't, he will
feel betrayed. Say what you have to say, say it
clearly and don't say any more. In this case, less
is more.
Watch your tone. Choose your
words carefully, but make sure you convey a tone of
cordiality and sympathy. Be compassionate but firm,
honest but guarded. Never say, "I know what you're
going through"óeven if you do.
Seek feedback. Although it's
important to keep the meeting short, encourage the
employee to voice his feelings after the news has
been delivered. If he doesn't answer immediately,
count to 20 before moving on. The last thing you
want is a reputation for being cruel or heartless.
If recriminations do take place, take charge and cut
him off. Rememberóyou're declaring him fired, not
engaging in a dialogue.
Give a good send-off. Always
offer words of encouragement and confidence in the
employee's future career. Stand and extend your
hand to indicate the meeting has ended. And of
course, thank the employee for his service. But
don't be surprised or hurt if the employee declines
to thank you for firing him.
Itís a good idea to check with an employment
law attorney to make sure your decisions, policies,
and practices meet the legal standards where you
live and do business.
This article is a brief overview. It is not
intended to be a comprehensive discussion of the
subject. And, because every set of facts and
circumstances may raise different legal issues, this
article is not intended to be and should not be
regarded as a legal opinion.
Executive Search International