There will be times when you have to let an employee go. The way you handle it determines how smooth the process will be. Here are some strategies that top managers use:
** If repeated warnings don’t work, offer a “Career Decision Day” as a last resort. On a Friday, tell the employee to take Monday off with pay as a Career Decision Day. Ask him/her to be prepared on Tuesday morning to make one of two choices: 1. to improve in all areas where he/she is lacking; or 2. to accept termination with appropriate severance pay. If the employee opts for improvement, set very specific goals with deadlines in writing which you both sign and date.
** If the employee is surprised, you haven’t done your job. No one should ever be shocked when they’re let go. As a manager, it’s your job to offer feedback to your staff. By the time you’re forced to fire someone, all other options should have been explored.
** Don’t be surprised if you feel angry. Often managers wait too long before firing someone, letting anger and frustration build up. These emotions are likely to surface if the employee starts to question your decision. Be ready for this and remain professional. Present your facts and documentation and don’t argue with the employee.
** Make thorough preparations before firing an employee. By documenting a new hire’s performance from the beginning, you have wisely provided a foundation for the worst-case scenario (firing) should it materialize. Don’t look for negatives, but don’t bury them or try to ignore them either.
** Don’t mix the good with the bad. Many managers make the mistake of being too nice when letting someone go. They feel guilty, so they try to sugarcoat it: “Well, John, you really did some good things here, but unfortunately your chronic inability to stay organized overshadows all the positives.” That will send a mixed message and may confuse someone. When firing, focus on the poor performance issues.
** Don’t talk to others about the situation. Firing someone is a traumatic experience and the temptation is to want to talk about it with others. Don’t. Don’t look for support; don’t try to rationalize it to others. Talking about it is not only unprofessional, but it could pave the way for a libel lawsuit against your company.
Kathleen OConnor is the owner of the OConnor Success System which provides professional growth programs for managers and entrepreneurs. To access our free resources, visit our website at http://www.OconnorSuccessSystem.com You can sign up there for your free 4-part mini-course on communication skills and a free subscription to our monthly e-zine, The Edge.
