10 simple secrets of letting people go with dignity. – Courtesy of the Integrity Centre
Hire Slow - Fire Fast
Simple tips on how to fire people without bruising their egos.
1. WARN: All performance-based firings should have been preceded with warnings or a probationary period. If you clearly let employees know they're on the bubble, then you create a climate where they just might turn things around. Be mindful that if they've put in years of service, it's the least they deserve and you would need a damned good reason why a good operator for many years, suddenly became yesterday's hero under your management.
2. DOCUMENT EVERYTHING: Once you've told an employee he's on probation, or you have issued a warning - document every task and interaction. The better the records you keep, the easier it will be to justify your actions should you find yourself defending them in legal proceedings.
3. TIMEING: Take account of the psychology of different timings of actions: 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. This is not the ideal time from an employers perspective but it gives the employee chance to reflect and recover.
4. PREPARE: Don't wait until after you fire an employee to create and then deliver termination paperwork. Pay, including any benefits and unused holiday, should be delivered on the spot. This is not only good policy, frequently it's the law.
5. DON'T GO SOLO: Having a representative from the 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. Remember the employees right to a witness and the right to a Union Representative if they are union members.
6. SELECT THE VENUE: Ensure a private room. Make it clear that only you, a valid employee witness and the HR rep will take part in the termination meeting. Re-assure the employee that nobody else will be in on what's happening. Neglecting this will make him/her self-conscious, unless he/she elected for a workmate as a witness or is a paid up member of a trade union, in which case, he/she is entitled to union representation.
7. SHORT & SWEET: Be brief, say what you have to say, say it clearly and don't say any more. Write down what you will say and don't run off at the mouth. Prolonging the meeting allows the employee to believe he/she is involved in a negotiation; that there may be a way out. When he/she realizes there isn't, he will feel betrayed - this is the point at which an unprepared statement can turn into a run off at the mouth session and trust me, it won't sound so funny at a Tribunal.
8. WATCH YOUR TONE AND DEMEANOUR: 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" --- even if you do.
9. ASK FOR FEEDBACK: Although it's important to keep the meeting short (certainly no longer than necessary), encourage the employee to voice his/her feelings after the news has been delivered. If he/she doesn't answer immediately, pause before moving on (count to 10 for instance) . The last thing you or the company want is a reputation for being heartless. If recriminations result, however, take charge and cut the subject; remember that the execrcise is to announce a decision to terminate employment not engage in an inappropriate dialogue.
10. TRY TO GIVE A GOOD SEND-OFF: Always offer words of encouragement and confidence and goodwill for the employee in their future career. Once the process is complete - stand up and extend your hand; this indicates that the meeting has ended. Remember to thank the employee for their service. Expect some friction - don't be surprised or hurt if the employee declines to thank you for firing them.
