“Termination” is a term that goes uncontested as one of the most dreaded words in any workplace, and with fair reason. It signifies the end of employment, and can leave both parties involved feeling uneasy. At the same time, avoiding terminating an employee who either is not performing or unsuitable for the role can be more detrimental both to them and the remaining individuals at the company, who often need to work to pick up the slack. In the book Radical Candor by Kim Scott, Scott argues that it can be more detrimental to the culture to keep someone on the team who is not performing than to take the action to terminate.
Receiving a termination is painful, but actively leading and delivering one to a fellow colleague can be equally so, and requires thoughtful planning and a considered process that happens weeks and sometimes months prior to the termination itself.
Below are the baseline must-dos for managing a company-led termination with calm and grace.
1. Employees should know where they stand prior to the termination.
When you have a culture of continuous feedback, employees are not surprised when the termination happens. Ongoing issues with employee performance must be flagged if we expect change from the individual. Be clear, direct, and use tangible examples where possible.
2. Set actionable goals and timelines for managing performance
Performance Improvement Plans (PIPs) are great tools for managing performance issues. You’ve flagged the issue, now it’s time to set actionable steps for how to mitigate and solve the problem - this is where a PIP comes in. Employees are like anything else in life, you get out what you put in. Support them with mentorship opportunities, additional coaching and real-time feedback to foster development.
3. Document, document, document.
It’s not enough to have a third party witness sit in on conversations or a few vague emails in your archive, keeping up-to-date documentation of the process from the outset is critical.
4. Keeping communication exclusively in-person.
If you can’t be in person these days, then get on a live video screen to deliver difficult feedback. Hiding behind email is the office equivalent to sending a breakup text; don’t do it.
5. Leave the door open for a respectful exit.
When and if the situation leads to employee termination, do so gently. You should have a third party with you when you deliver the news, such as your HR consultant who can be available for the employee to go through the paperwork and answer any questions they have. Know that even if performance has been managed properly, most employees are in shock, so it is important to give them time to let the information soak in. Provide them with their paperwork but encourage them to take time to read it at their own time. They should never have to make any decisions or sign anything on the spot. Follow their lead, and offer support and grace during the meeting.
6. Inform your remaining staff.
Post-termination, and when the time is right (read: not while the employee is still in the building), start by informing those closest to the individual, whether it be their immediate team, counterparts or departments. A client outreach strategy is also helpful for employees who are client-facing.
