Definition: A document that outlines the procedures involved when employees are
fired, with or without cause
Terminating an employee is often a painful process, both for the
boss and the person being fired. Generally speaking, giving and
receiving negative messages is an uncomfortable experience. People
who have to deliver the message often hesitate to do so because
they don't want to be the bearer of bad tidings--they fear the
recipient will react badly to the messenger as well as the
message.
In fact, dealing with any issue of an intense, emotional nature
is rarely easy. And because most of us aren't skilled at delivering
bad news, when we do finally speak our piece, we may try to
sugar-coat the message, or we deliver a message that's so obscure
it misses the point, or we just blurt it out, making a bad
situation even worse. It seems no matter how you slice it, you've
got a situation that's just ripe to go wrong.
To help you avoid some of the sand traps that are second nature
to the firing process, here are some questions to ask yourself,
some tips on how to better understand the process, and some
thoughts on how to effectively deliver the message of
termination.
The first thing you have to ask is, do you really have to fire
the person? Is this a real problem or only a serious misperception?
Have you identified the real issue at hand? Is it a question of
knowledge, skills and abilities? Or is it about attitude? Or
motivation? Or personality? Do you have concrete evidence--and not
just hearsay--concerning the event(s) in question? If so, can
anything be done to reduce the problem and/or to reduce the
negative impact of the problem on other people and on
productivity?
Second, have you completed the appropriate amount of coaching or
counseling to attempt to get and keep the person on track? Have you
contacted the Employee Assistance Program (EAP) or other
professionals for another objective view of the situation? Can the
EAP people help you better understand the employee, and/or provide
tips on how to relate better to that employee? In other words, have
you gathered any information on how to coach the person back to
improved performance? Have you checked out the situation with
enough people and with sufficient detail to warrant
termination?
Finally, have you followed all your own company guidelines for
termination? Usually, that means several verbal warnings, followed
by written warnings before the actual termination occurs.
Continuing with the termination process without following
established company guidelines can easily result in a negative
finding or outcome should the case go to court.
Once you decide that firing the employee is necessary and the
proper steps have been followed, you need to prepare for the
termination interview. First, consider where to share the news; it
should definitely not be done in a public area. "Public" is defined
as anywhere others can see or hear you. It should definitely not be
done in the employee's office or cubicle because once you have
invaded their turf, there's no place left for the employee to go
for solace. The best place to conduct the termination interview is
either in your office or in a neutral place, such as a conference
room.
When should you have this meeting? Most experts agree that it
shouldn't be done first thing in the morning when people are revved
up and ready to start their day or at the end of the work day when
most people are tired or winding down their day. In addition, this
process shouldn't be done on a Monday morning or a Friday
afternoon.
Your next move is to conduct the actual termination interview.
Often, a boss will decide to have an HR or EAP person join in the
interview, usually as a silent partner to witness the process or to
occasionally chime in with a third-party perspective. The following
steps are very useful:
- Review the correction process of verbal and written warnings
and gain agreement that this process was followed.
- Ask the employee for their viewpoint on whether or not progress
has been sufficient. Then review the progress to date following the
warnings. Clearly state your belief as to the degree of acceptable
or unacceptable progress to date. Presumably, since this is a
termination interview, insufficient progress was made, and you may
even get the employee to agree that insufficient progress was
made.
- Refer to past attempts on your part or other people's parts to
assist in the improvement of the behavior or attitude in
question.
- Make it clear that the employee is now being terminated. Use
clear wording, short sentences and explanations--be succinct
without being cold. And be rational, yet understanding of the
employee's point of view.
- Ask the employee if he/she understands the reasons for the
termination.
- Clearly explain the employee's benefits, COBRA (the law that
allows terminated employees to pay to continue benefits) issues,
vacation or sick leave time, closing or transferring of
responsibilities to other employees, and time and date when the
terminated employee must leave the building. Have these issues
clearly but briefly written out, and give them a copy of the
write-up. (Understandably, many employees are surprised and may
even be in some form of shock when told they're actually being
terminated. Therefore, their comprehension and recollection of the
information may not be 100 percent accurate.)
- State your business's policy for giving references. Typically,
employers only verify the start and stop dates of employment.
Reasons for separation--quitting or firing--position, salary and so
on are rarely provided to perspective new employers.
- If the employee isn't being asked to leave the building
immediately, then schedule an exit interview to determine their
views on their job performance and ways in which the organization
can function more effectively.
Terminating an employee is never an easy thing to do, but
following these guidelines and tips can help you through the
process.