Firing an employee is never a pleasant task.
No matter how poor the performance record, it’s hard not to empathize with being thrown out of work. But if the time comes to cut someone loose, make sure you are prepared.
“When someone calls me regarding a termination, the first thing I ask is if they have a progressive discipline procedure in their handbook, and if they do, did they follow it,” says Lisa Satonick, HR resource line specialist for the Employers Resource Council. “The No. 1 reason why an employee can come back on an organization is for not following its own procedures.”
If the procedure outlined in the handbook has been followed, the company is relatively safe. But what if there is no procedure?
“The most important thing you can do is document everything,” says Satonick. “Document any discipline or performance problems. I can’t stress this enough.”
An employee you’ve had for years who keeps showing up late and has had other issues may be a candidate for termination, but if the only action taken is verbal warnings by the supervisor, you could be putting your company at risk.
“Have the employee sign everything, and if they refuse to sign, document that fact,” says Satonick.
Employees on the verge of termination should be given a final warning, with a 30-, 60- or 90-day improvement plan.
“You need to give them specific steps to improve, but let them know that just because they make it, you will continue to track and document their performance,” says Satonick. “What you are basically doing is setting up a documentation trail that shows you did every thing possible to help the person get better or correct the situation, and that you are not kicking them out at the first sign of trouble.”
Satonick also recommends having your lawyer look over your documentation and review the case to make sure that you, as an employer, have done everything you needed to do. How to reach: ERC, (216) 696-3636 or www.ercnet.org
Judgment day
When you have to fire someone, be prepared.
Once you decide that the only course of action left is to fire the employee, act immediately.
“Postponing it does not make it better,” says says Lisa Satonick, HR resource line specialist for the Employers Resource Council. “If you made the decision on what to do, act on it, the sooner the better. The employee probably knows something is wrong and that something will happen. It makes it harder on both the company and the employee if you wait.”
When the meeting time arrives, be direct.
“Communicate clearly why you have come to this decision to the employee,” says Satonick. “Communicate the rationale for the decision. Communicate by listening and responding appropriately.”
Communicate the terms of the separation, and how and when the transition will occur. If appropriate, tell the employee what will be done to help him or her, such as outplacement assistance.
“Be very to the point,” says Satonick. “You don’t want to get into a situation where you are going back and forth with the person. Be nice, professional and appropriate.”
If you’ve taken all the appropriate steps before the meeting, it will be less stressful for you and the employee. Providing documentation outlining the reasons for the firing puts the onus on the employee. Specific examples are much harder to debate than vague generalizations.
“If the employee does come back on the organization, you’ll be in a good position with the proper paperwork and you’ll be prepared,” says Satonick.
