Remember your first breakup as a kid? It was probably awkward and nerve wrecking and came along with sweaty palms and rambling thoughts. Even if the person had the breakup coming to them, it still didn't make it any easier. Fast forward to a later breakup and I'd bet you dollars to donuts that the reasons for the breakup became more sophisticated but the execution is probably still as awkward as an adolescent with acne and a squeaky voice. Having to deliver news that has the power to crush someone emotionally or on the flip side cause them to erupt into a fit of anger should be be hard to do and a bit frightening.
Terminating an employee is no easier than a breakup. Its still a relationship. It still involves emotions, but unlike puppy love breakups, there are some serious consequences from an employment breakup. Two words, "You're fired", can cause a domino effect of disastrous events for the person on the receiving end. As most people don't work for the sheer enjoyment of it, taking away the paycheck means the rent doesn't get paid, little Johnny can't get braces and cable gets disconnected. Especially in this economy, there are not very many jobs in the sea.
The employer doesn't get off the hook without consequence either. While no one really has power to control how and why you breakup with that boyfriend or girlfriend in the sixth grade, the EEOC has its nose in why an employer terminates an employee. Of course, you're thinking of the Employment at Will doctrine right now. That's fine and good as long the termination is not for an illegal reason and I'll add that you can prove. If the EEOC doesn't agree with you, it could have very well been cheaper to keep the employee on board.
But there is no need to remain in a employment relationship afflicted with irreconcilable differences in avoidance of confronting an uncomfortable conversation. Firing someone will hopefully never be the highlight of your job, but it can be a done in such a way that allows the employee to maintain their dignity and nix your sweaty palms.
Emotional outbursts happen when employees are caught off guard. Understandably an employee is more likely to erupt into an emotional display if this is the first time they were made aware of a performance or behavior problem. No on likes being blind sided. There area certain exceptions when coaching is just not appropriate such as cases of workplace violence or other no tolerance situations, but even still company policies should directly address these offences and be communicated to employees.
The good news is keeping your employees informed of their performance and behavior issues is not difficult. Before approving a termination action, insist that your managers demonstrate and provide documentation that the employee has been coached and counselled in the area of the deficiency. One-on-ones are excellent methods to discuss performance on a regular basis and disciplinary notices should be used appropriately to document insufficient performance after coaching has proved ineffective.
Timing is everything. This is also true as it relates to terminating employees. Once the decision has been made to terminate an employee, take the action immediately. Terminating an employee thirty minutes before the end of their shift on a Friday usually don't bode well with employees. Terminating an employee on Christmas Eve, is asking for an emotional and I'll just say unpleasant reaction. While there is not a perfect time, there are better times. Terminating an employee during the lunch hour is an alternative as the work area will be less populated and the employee will not have put in a full day of work to be fired at the eight hour mark.
Once a time has been selected, choosing a place to have the meeting is critical. Some places are better than others. The break room may not be the best option. A private conference room or office with a door are great options. Its also smart to not do the meeting alone. Terminations can be highly litigious, this is no time for employer said, employee said. In addition to a human resources representative, the employee's immediate supervisor should also be present.
Plan to keep the meeting short, no longer than fifteen minutes. Coaching managers prior to the meeting will help keep the meeting on track and focused on the behavior not the employee. This is not a time for discussion, it is a time to stick to the facts. Keep in mind that this news will be overwhelming to the employee. Present the employee with a copy of the final disciplinary notice and supporting documentation to review at a later time once the shock wears off. NOTE: Always consult your legal council before releasing any documentation to employees, especially in the context of a termination.
Always end the meeting in a way that preserves the employee's dignity. Have tissues available in event the employee needs them. Offer to mail the employee their personal belongings to prevent returning to their work area and running into employees. Regardless of the employee's reaction, maintain your composure and treat the employee respectfully and professionally.
Finally, remember that as a human resources professional, its not your role to hire or fire anyone. Just like your mother or father didn't break up with your sixth grade crush on your behalf, neither should you fire an employee on a manager's behalf. But like we all have to learn how to deal with dissolution of relationships, so do managers. Consider this experience as an essential component of the manager's development. Put on your consultant hat and coach the manager through the process, provide advice and guidance. You will be present during the termination meeting to pull up if the meeting starts to head south.
No termination will be a walk in the park, but being prepared can the process respectful and less nerve wrecking for all involved.
