Throughout my career, I have had the unfortunate responsibility of terminating people - this is one of the many downsides of working in Human Resources.
When you terminate an employee, regardless of the reason, you become the lasting image the employee has of the organization. Some might think, "Who cares? They were underperforming," or "I told them this could happen, so it shouldn't be a surprise. "
While these comments may be accurate, there is a right and wrong way to conduct employee termination meetings.
Here are some key things to remember if you are called upon to terminate an employee:
1. Preparation is Key-
Before the actual termination meeting:
Review the Employee's File: Including performance records, previous disciplinary actions, and the reasons for termination.
Documentation: Ensure all necessary paperwork is ready, including the termination letter, final paycheck, benefits information, and other relevant documents.
Private Setting: Choose a private, neutral location for the meeting to ensure confidentiality and minimize discomfort.
2. The 2 Person Rule-
Never conduct disciplinary or termination meetings without another member of management being present. Instruct the manager to observe the meeting and take notes.
Introductions: When the employee arrives at the meeting, state," [Employee Name], thank you for meeting with me. I have asked [Manager Name] to join us for this conversation. “
Be the Leader: As the leader conducting the termination meeting, you are responsible for initiating the conversation. Failing to take control of the meeting from the beginning can create tension and derail the conversation.
3. Be Clear and Direct-
When you meet with the employee, be clear and direct about the reason for termination. Avoid using ambiguous language or being overly verbose—be concise. Clarity helps the employee understand the situation without unnecessary confusion.
15-Minute Rule: The termination meeting should not take longer than 15 minutes. If it takes longer than 15 minutes, you are doing it wrong. The termination meeting is not a coaching session or a discussion. The employment relationship is officially over, so prolonging the conversation could invite uncomfortable exchanges and open the organization to legal scrutiny.
Stick to the Facts: Focus on the specific reasons for the termination, such as performance issues or company restructuring, and avoid personal judgments or emotional language. Ensure that the message is consistent with any previous feedback or warnings given to the employee.
4. Show Empathy and Respect-
Even in the face of difficult news, it's essential to treat the employee with empathy and respect. How you deliver the message can significantly impact how the employee perceives the situation and their future actions.
Active Listening: Allow the employee to express their feelings and ask questions. Listen actively and acknowledge their emotions without being defensive or dismissive.
Supportive Language: Use compassionate language. For instance, instead of saying, "You're fired," you could say, "We are letting you go due to [specific reason]."
5. Provide Support and Resources-
Offering support can help ease the transition for the employee and demonstrate that you care about their well-being beyond their tenure at the company.
Closing the Meeting Out: Ask the employee for their work ID and fob and allow them to take personal belongings such as a purse or backpack. Escort the employee from the building. Let the employee know you will mail any remaining personal belongings.
Outplacement Services: When possible, provide outplacement services to assist the employee in finding new employment. This can include resume writing, job search assistance, and interview coaching.
6. Plan for the Aftermath-
Consider the impact of the termination on the remaining team members and the overall workplace atmosphere. Communicate appropriately and support the team through the transition.
Team Communication: After the termination, communicate with the remaining team members to address any concerns and prevent rumors. Be honest about the situation without disclosing confidential details.
Morale and Support: Offer support to the team, such as counseling services or a team meeting to discuss the way forward.
7. Learn and Reflect-
Finally, use this experience as a learning opportunity. Reflect on the process to identify any improvements that can be made for future terminations.
Feedback: Seek feedback from HR or other managers involved in the process. Discuss what went well and what could be improved.
Policy Review: Review your termination policies and procedures to ensure they are fair, transparent, and consistently applied.
8. Take Care of Yourself-
Terminating someone is not easy. If you find that terminating someone doesn't impact you emotionally on some level, I recommend that you stop managing people.
After the Termination: Immediately document the meeting. This will allow you to put your thoughts on paper while they are fresh and give you something active to do while decompressing from the meeting.
Don't Play the Blame Game: If you know you did everything possible to help the employee succeed in their role, but things did not work out, try and let go of the feeling that you could have done anything more, better or different, to impact the outcome.
Terminating an employee has ripple effects. Remember that the action will be a life altering moment in the life of the employee and impact the employee’s relationships with family and friends. It is essential that the leader is clear, kind, and compassionate when navigating these conversations.
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