Practice the Golden Rule when Firing Employees

Firing employees is no easy task even for the most experienced manager. Having developed training manuals and conducted workshops in human resources, I discovered that firing requires diplomacy and tact. However, it also calls for professionalism mixed with some human compassion.

Before a termination occurs, certain things need to be in place:

Documentation

Wherever termination cause exists, it should be backed up with paperwork. It should also be brought to the employee's attention.

Documentation should express out the problem, identify the steps required to overcome it and identify the consequences if those aren't taken. A timetable for such change should also be provided.

All paperwork should be reviewed with the employee and his or her understanding indicated by written signature. Should the employee refuse to sign, a note to that effect should be made and witnessed by a third party. Additionally, all performance reviews should also reflect existing problems and outline terms for rectification.

Preparation

If a problem is expected during termination, security should be alerted beforehand. If security is unavailable, a third party witness may suffice.

The termination cause should be outlined in writing and a copy given to the employee. It should state the reason for termination and specify the situations that led up to the final decision. Those should be the only points addressed during the termination process.

A final paycheck, including vacation time and severance should be presented. An exception would exist where other accommodations have been laid out in an Employee Manual (e.g., a terminated employee can expect final pay in the mail within two-weeks of termination).

Information about how the employee can continue insurance, retirement, savings or other plans, etc., should be made available. A letter of recommendation can also be offered if the situation calls for it. Such a letter can outline the employee's talents and good qualities without focusing on his or her failures. For example, if the reason for termination wouldn't negate the employee's capability to do other types of jobs.

Practice

Terminations should be entered into with professionalism and humanity. Anything less than that could indicate feelings of discrimination or prejudice no matter the terminated individual's race, gender, religion or creed.

Remain courteous during the process even if the employee does not. Under no circumstances, let the situation degrade into a debate or shouting match. It is counterproductive.

Collection

Collect all company property before the employee leaves the premises. If that isn't feasible, arrangements should be made for its collection within a specified period of time.

Also ascertain business-related key codes, passwords, phone codes, etc. These may need to be changed to prevent the employee from accessing them outside of the business after termination.

RESOURCES:

Workplace Law by Jacqueline McManus, as printed in The Herald, March 25, 2011
Human Resources Development by Charlie Kuchinsky and Bill Gregory, for use by the Oklahoma Small Business Development Centers and US Small Business Administration, first print, 1999