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So you find yourself in the unfortunate position of being the bearer of bad news. Here are a few things that I have found will make the whole experience of terminating someone a lot easier for all those involved.<\/p>\nSo you find yourself in the unfortunate position of being the bearer of bad news. Here are a few things that I have found will make the whole experience of terminating someone a lot easier for all those involved.<\/p>\n
Don\u2019t make it personal. <\/strong>Simply state the facts and leave out additional narratives. Explanations like:\u00a0 \u201cYour position has been eliminated due to a restructuring\u201d or \u201cYou failed to meet the objectives of your performance improvement plan\u201d are reasons enough for this final conversation. The focus of your discussion should be on turnover of work and post-termination benefits. Avoid promises to provide personal references or future job opportunities to non-performing terminated employees. Save your favors for the people who deserve them.<\/p>\n Be private, nice, and sincere.<\/strong> Find a private and quiet place to conduct the termination and check your anger and frustration at the door. It\u2019s too late to save the employee\u2019s job so criticizing their past performance isn\u2019t going to help your cause or be constructive in any way. Try to find a sincere way to thank the employee for their contributions and efforts. You can empathize with the employee\u2019s situation but steer clear of offering advice on what they should do next.<\/p>\n Don\u2019t rub salt in an open wound. <\/strong>\u00a0Termination compensation can sometimes be a complicated affair. Is there accrued and unused vacation, unexercised stock options, or unpaid overtime? Provide the employee with instructions on contacting the company after termination and allow the employee to challenge your computations. Document your decisions regarding claims for additional compensation. This is one place that being the Grinch can really come back to haunt you. Err on the side of caution and pay the employee everything due to them at termination or shortly thereafter. Lawsuits are expensive so providing the employee a reason to file one is not wise. When necessary, take extra time to explain to the employee how their termination benefits are calculated and obtain their agreement of your math thereof.<\/p>\n Save the termination interview questions for a much later date.<\/strong> Time heals all wounds so give the employee a few weeks to cool down before asking for feedback.<\/p>\n Save the security guards for reality TV shows. <\/strong>It\u2019s generally a good practice to escort the employee out quietly. If handled properly, terminations rarely get out of hand so having menacing security presence is only going to make you look weak and insecure.<\/p>\n Document everything beforehand and prepare for the worst. <\/strong>Make sure you have your ducks in a row before you pull the trigger. You can use the following points as suggestions for your future termination events.<\/p>\n Use these few simple suggestions effectively for your next termination to reduce uncertainty, anxiety, and liability and to increase your confidence during these unpleasant but necessary duties of a being manager. Your company and former employee will appreciate your handling of the most difficult of situations with poise and grace.<\/p>\n","protected":false},"excerpt":{"rendered":" So you find yourself in the unfortunate position of being the bearer of bad news. Here are a few things that I have found will make the whole experience of terminating someone a lot easier for all those involved. Don\u2019t … Continue reading \n