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You’re Fired!
By Thomas
Fee One of
the most difficult and demanding tasks for managers is that of firing
an employee. Managers who avoid this task create a burden on their organizations
and other managers. They do this by not owning up to their responsibilities
and relieving the organization of problem employees. Instead they either
tolerate such employees or pass the problem along to someone els Among
the many humorous scenes from Caddyshack,
the movie, is one in which Judge Schmaels, played by Ted Knight, is
talking about having sentenced young people to the electric chair. He
says with a sardonic tone, "I didn't want to do it…I felt I owed
it to them" This sentiment
smacks of the ambivalence associated with the dismissal of an employee.
The feeling of responsibility is never greater for a manager than on this
occasion. To avoid doing the right thing in the right way is the worst
breach of trust. Managers who are not capable of properly fulfilling their
duty in this important task should simply not be managers. Assume
for the moment that no termination is without flaws. There is always room
for error. This is not a discussion about someone who has misappropriated
funds or sexually harassed another employee. Those are obvious. Let's
talk about the most common kind of dismissal, the political
variety. The fact is, that outside
of mandatory dismissal cases, most fires are not job related. These most
common and difficult terminations are not related to one's ability to
do their job. They center more around issues of attitude, the ability
to "fit in" or as a result of change in the prevailing political
structure of the organization. Those
employees who have not reached a minimal level of political awareness
will wonder what happened to them when they get fired. Those who are aware
may read the signs, but still not be able to prevent the action if they
do not have membership or sponsorship in the political structure of the
organization. This does not however relieve the organization of its responsibility
in conducting themselves properly in the matter. It is
not uncommon, during times of political turmoil, for organizations to
slate the future termination of those in the outgoing political structure
months in advance. The ill will however, that comes with "setting
up" someone to take a fall is hardly worth the resource that could
be conserved by recommending a reasonable severance option. So what is,
if any, the proper way to terminate some one's employment in such ca Recently,
a close friend was terminated after five years of distinguished service
to her organization. As she went
through a poorly executed process of termination, she suffered a great
deal of unnecessary emotional strain, so common in well meaning organizations,
which don't require their managers to execute such actions with more integrity. She was
able however, to rise above the problems created by the organization and
create an exemplary behavioral model. Her actions throughout this process
should have taught the organization something about
the issues they need to address in future terminations. It is through
her ordeal that the inspiration for this article was b The first
element that needs to be demonstrated by the organization is to separate
feelings from behavior. There is enough emotional trauma to deal with
when an employee is terminated. It doesn't feel any better to have it
done to you that it does to do it. That's why so many managers avoid terminations
and their implementation, in the first place The primary
goal of the organization for a termination action should be to preserve
individual dignity. This guiding
principle is essential to insure proper conduct toward the employee. The
responsible manager should be able to set aside their own and the organization's
emotion and demonstrate the ability to help the employee through the termination
proces Politically
terminated employees often have decent, even outstanding track records.
It is wise for the firing manager to review past accomplishments just
to have a balanced view of the individual they will be firing. Recognition
of their accomplishments should be a part of the termination meetin Secondly,
be honest. Don't avoid the fact that this is a termination. My friend
was invited to an exit interview before she had actually been terminated.
She was deeply offended. Make sure the employee is the first to know about
their termination, once official channels have been notified. Anyone who
leaks information from those channels before or after the event should
be terminated for cau Before
the meeting takes place, try to anticipate the options for the separation
agreement. Don't have a 'fixed' package or a 'take it or leave it' mentality.
Leave room for some negotiation within approved parameters. Base the separation
package on similar cases at similar levels. If the employee was demoted
as a result of a changing of the guard, deal with them at the higher leve Allow
time for the employee to think over the package and then respond. Let
the employee off during the notice period. Encourage their participation
and show them deference. Give them time to think about their response
to your offe Some organizations
have a policy of putting employees on a "plan" prior to termination.
"Plan" is a reasonable time for the employee to change their
behavior and redeem their status as an acceptable employee. Organizations
who use this method of redemption need to avoid using it as a prolonged
termination. The plan period needs to be long enough to give the employee
time to correct their behavior. Fifteen or even thirty days is not a 'plan',
it is notice. Don't
delegate a termination. Have the highest appropriate manager deal with
the situation directly, as a sign of respect to the employee. This same
manager should also be authorized to negotiate the separation package.
Insist that the appropriate manager is directly accountable for the company's
conduct in the situation. My friend's boss, who she had formerly outranked,
stayed completely out of the transaction, which was both offensive and
inappropriate since that boss was the responsible official in her termination. Make it
clear when and what the termination meeting is about. Give the employee
time to collect their thoughts and composure. The experience is difficult
enough. Don't rush it. Don't
burn bridges. Be the model that you would expect the employee to be if
it were you on the other side of the table. Be empathetic and offer wise
counsel, even help, suggestions and personal insights within reason. Most
of all, be sensitive to their position. Follow
policy to the letter. Even most small and medium sized organizations have
thoughtfully written policies about termination. Many states do not have
laws that protect employees from even wrongful terminations. This, however,
is not a license to proceed recklessly or without consideration for the
employee. If you have a Human Resource Department, or a local Employment
Council, enlist their help and participation. The presence of a neutral party may demonstrate the organizations
willingness and desire to treat the employee fairly. It is, in fact, HR's responsibility to insure proper treatment of
the employee and enforce policy on both sides. The employee has full rights,
as such, up to the time of termination. Plan for
the worst and hope for the best. Anticipate how you will respond should
the employee react poorly. Follow the guiding principle of preserving
the employees dignity, even if they react inappropriately. Remain calm
and don't feel as if you must respond to every statement or action of
the employee. Focus on what is in their log term best interest and yours,
at all times. Request
the employee's cooperation during the meeting and if appropriate, in a
follow up exit interview. Do not demand immediate responses to any critical
element of the process except those that are absolutely necessary. Terminating
an employee is a demanding task. First of all because they are, up until
the official time of termination, an employee, who is due all their rights
and privileges. Secondly, because before or after termination it is the
social obligation of organizations to treat all people in the community
at large with dignity and respect. Since many terminations are political
in nature, the organization must accept its share of responsibility and
act accordingly, regardless of the employees response or attitude.
About the Author: Thomas
Fee is the founder of Performance Management Consultants™.
Performance Management Consultants™ is dedicated to providing the next
generation of professional development enhanced by technology and coaching
to enable users to change their behavior resulting in improved performance. They have
developed numerous programs and processes to enhance the skills, behaviors
and activities of managers, sales, client service and pre-sales (SE) professionals.
Performance Management Consultant’s™ programs address the specific challenges
faced by those working in the areas of business practice known as Customer
Relationship Management and Complex Sales.
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