Terminations are a necessary part of managing a workforce. This process is emotionally burdensome on the HR professional who must undertake this unpleasant task, and clearly it’s a really bad day for the employee.
Terminating an employee in a respectful manner can make this process easier on both parties.
How do you do that? Here are five steps for respectful terminations. Note: this process may not be fully suitable in situations of layoffs or extreme misconduct.
First,ensure that termination is the right approach. This may be counterintuitive when an employee is performing poorly but consider whether the manager is equally at fault. Sometimes the issue is poor communication, a personality conflict or inadequate management, and the problem can be solved by transferring the employee. Consider whether there is something going on in that employee’s life that is contributing to their circumstances that could be addressed with an EAP or other support. For example, victims of domestic violence may demonstrate declining performance or poor attendance. Also, make sure the employee was provided with adequate training if this issue is poor performance and adequate warnings if the issue is behavioral. An employee may disagree with the decision but should not be surprised at being terminated.
Road test the termination. Some companies offer a peer review process where a panel of coworkers weigh in on the termination decision. They are often tough. Of course, certain kinds of misconduct, such as harassment or workplace violence, should not be left to peer review, given the legal consequences. An alternative to peer review is tasking an HR manager with aggressively advocating on behalf of the employee’s position. Do this in an HR-only meeting and do not take notes. It’s a good way to make sure nothing’s been overlooked.
The termination meeting itself should be short. The decision is not negotiable and there is no value in relitigating the why. Deliver the news with a high-level statement as to why the action is necessary and then move on to the next steps. This termination should take place in a private setting and at a time when the employee can return to their desk to collect personal items or go to the parking lot without being observed by coworkers. Conduct the meeting mid-week so the former employee can take steps the next day to move forward with their lives, whether that is applying for unemployment insurance or commencing a job hunt. Above all, be kind and empathetic.
Offer a modest severance package in exchange for a release. This will help relieve the panic that a terminated employee may feel about the loss of their livelihood and will reduce the risk of the termination. Provide a copy of the agreement to the employee and grant the legally required time frame to consider the offer. Leave a little room for negotiation. It’s easier to make a deal if you feel you got something more than was offered.
Offer an alternative to termination such as a reassignment to a downgraded role. Another option could be the opportunity to resign in exchange for a release, and perhaps a modest severance payment. Depending on the circumstances, the termination date can be delayed to support the illusion of resignation. The parties can collaborate on how the departure will be messaged to coworkers and other internal or external stakeholders. If the employment relationship needs to be severed that day, the employee can be coded as involuntary termed and then recoded as resigned once the release goes into effect.
The employee may no longer fit in your organization. They may deserve to be terminated. But they are still human. And treating them in a respectful manner, despite their transgressions, will make this difficult task a little more bearable.