Retribution!
The employer must behave in a professional, unbiased manner. If the employer has followed all the legalities associated with employee relations, he or she has nothing to fear. Unless the dismissal is disciplinary in nature because of employee misconduct, there are successful ways of easing the separation anxiety of everyone involved. Severance packages and job relocation services may be a part of the termination interview. Tactful language and allowing the employee to leave the business with dignity in front of co-workers are important. These considerations help make the employee dismissal process less painful for everyone involved.
Have in mind the things you want to cover during the dismissal in order to keep things brief. Try to remain calm while speaking, not angry or critical.
It's a good idea to have someone else present with you so the dismissed employee cannot come back later and accuse you of saying things you didn't say.
If the employee questions your reasoning, it's a good idea to have documentation or a dated log referencing any areas or deadlines, etc., where the employee may have fallen short of expectations.
Be sure not to inject your personal impressions or views into the conversation. Keep it strictly business.
Patricia,
Good response. The dismissal should not be a surprise if the employee has been on performance improvement plan. Establishing goals and followup to review progress is an important part of the proess. Preparation for delivering the message that your employee is being terminated is important as well. I am glad that you recommended that another person be with you when you deliver the message, just as a precautionary measure. As you say, it is also best to keep it brief and not get into a debate regarding the facts.
Pat
Susana,
I agree with your response. The one thought that comes to mind in terms of "less painful for everyone involved," is that it is important to recognize the fact that there are other employees who will continue in your employ who have to be comfortable remaining loyal to you as an employer. If the dismissal is performance based, there should have been a performance improvement plan with followup so that the termination is really no surprise. Regardless of the reason for the termination, I agree that it is important that the employee be allowed to maintain their dignity and respect even in the toughest of situations.
Pat
When having to dismiss an employee, please list five or six things you can do to minimize the chance for retribution.
Have all documentation prepared. (severance, COBRA, pay (per corporate P&P), et al.)
Know exactly the narrative to follow.
Involve HR as needed and security if appropriate.
Allow a brief Q&A from individual to be dismissed.
Formerly articulate dismissal (verbally and in writing) allowing no ambiguity or false-hope.
Ensure all company property is accounted for, deactivate computer access, and assign another employ for redirected email.
Derek,
Great response! You covered all the bases except one: ensure that security knows the terminated person is not to be allowed back on campus without express authorization, communicated from the campus president. Also a photograph of the individual is helpful if he/she is unknown by campus security. I suggest you also have a plan in place with the appropriate actions outlined in the event he/she does show up on campus.
Dr. Robert Roehrich
