Want a quick primer on how to fire people without bruising their egos? Here are 10 tips, culled from advice CIO obtained from IT executives and outplacement experts.
Give warning. All performance-based firings should begin with a warning or probationary period. If you let employees know they're on the bubble, they just might turn things around. If they've put in years of service, it's the least they deserve.
Document, document, document. Once you've told an employee he's on probation, document every task and interaction. The better records you keep, the easier it will be to justify your actions should you find yourself defending them in legal proceedings.
Time it right. Fire early in the day and early in the week. The worst time to terminate an employee is the day before a weekend or holiday.
Prepare the paperwork. Don't wait until after you fire an employee to deliver termination paperwork. Pay, including any benefits and unused vacation, should be delivered on the spot. This is not only good policy, frequently it's the law.
Don't go it alone. Having a representative from the human resources department in the room adds a sense of gravity and finality to the termination conversation. And if the employee asks a question you can't answer, your expert is right there. It also provides a witness on your side should you end up in court.
Ensure privacy. Make it clear that only you and the HR rep will take part in the termination meeting. Reassure the employee that nobody else will be in on what's happening. Neglecting this will make him self-conscious.
Be brief. Say what you have to say, say it clearly and don't say any more. Prolonging the meeting allows the employee to believe he is involved in a negotiation-that there may be a way out. When he realizes there isn't, he will feel betrayed.
Watch your tone. Choose your words carefully, but make sure you convey a tone of cordiality and sympathy. Be compassionate but firm, honest but guarded. Never say, "I know what you're going through"-even if you do.
Seek feedback. Although it's important to keep the meeting short, encourage the employee to voice his feelings after the news has been delivered. If he doesn't answer immediately, count to 20 before moving on. The last thing you want is a reputation for being heartless. If recriminations result, however, take charge and cut him off; remember that you're declaring him fired, not engaging in a dialogue.
Give a good send-off. Always offer words of encouragement and confidence in the employee's future career. Stand and extend your hand to indicate the meeting has ended. And of course, thank the employee for his service. But don't be surprised or hurt if the employee declines to thank you for firing him.
-M. Villano
El retorno de la inversión en entrenamiento y capacitación de equipos gerenciales es normalmente exponencial y en minutos. Vincent Peale.
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