Dignity in dismissal makes this transition smoother for all. When a leader has done their work well enough, a termination could finally be the beginning of an even better relationship with the former employee. Depending on where they go, they could be a volunteer sales promoter or recruiter. The termination doesn’t always have to be a misunderstanding. Yes, firing people is inevitable, but how employees are made to ‘feel’ at the time of parting makes all the difference - in ways you have mentioned. Timely feedback, words of trust, fairness, respect and compassion always help. If it is, that’s a gap in management that must be addressed. There’s always that “do it on a Friday afternoon technique…”
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It’s not you do, but your approach in doing it
There are times when there is no doubt that an individual needs replaced within an organization. However, by showing empathy, compassion, and respect, the individual gets to keep their dignity and hopefully their self-confidence to find a more suitable job opportunity. Terminations are always tough. These rules are particularly difficult to apply when the reasons for termination are performance or attitude based. But, in many respects, this is the most critical time to treat the employee with dignity and respect or else you should be ready to face backlash. Why fire people if people did nothing wrong? Just to cut costs? Then why hire people if costs are a problem? What is the reason? Does your company have a performance appraisal plan? Of not having a description of positions by competences, of not having a performance evaluation plan, there are not enough reasons to hire or to lay off workers. If you think of firing someone, first fire yourself for hiring a wrong person and inability to work with them.
Related: How you should be Asking for Favours at Work
Firing People in Silicon Valley
A head of HR of a now very famous Silicon Valley company described in an interview how, in 2002 when the tech bust hit, she and her CEO took their 400 employees into the parking lot, divided them into two different groups of about 200, and told the people who were being laid-off that “we love you, you have given everything you have, we will try to help you get a new job, but if we don’t do this, we will all lose our jobs.” Yes, firing is inevitable, but how employees are made to ‘feel’ at the time of parting makes all the difference and turn you into unforgettable bosses. Post firing (dismissing) status is not less important that pre status. Leaving the case in an incomplete picture is extremely not recommendable . Team focus remains distracted out of surprise (wondering) ..Therefore, all team (employees) should be briefed about the process, the root cause and the implications ……as it is said ” if The reason is known, the surprise is blown”…
Related: As Employees you should be good at Negotiating Your Needs
Startups Firing People who once were Co-Workers
And in cases where you can help your colleagues get a better offer elsewhere, do that. In start-ups running on a limited budget, often comes a case where a colleague genuinely needs a better salary you can’t offer. Instead of any bitterness, help the colleague get a better paying job elsewhere. As mentioned above, other colleagues feel reassured that when their turn comes, they will be understood. It also enforces the belief that you aren’t taking any undue advantage by paying less. This may not sound prudent thing to do at any given moment, considering the pressure of running a start-up, but over a period of 2-3 years, may turn out to be the most intelligent thing to do.
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Managing an exit need not be so brutal
Have you ever bought something you didn’t like, but at the time you thought it was the best thing ever? Do you end up punishing yourself for making that decision or simply asking for a refund? Sometimes you have to fire someone because they are just not competent at the job, they don’t fit well into the work culture and may be negatively affecting others, or simply just weren’t what you thought they were or were expecting. We all make mistakes and sometimes it just can’t be helped. We don’t just resort to firing someone unless all other options and possibilities are exhausted. Being put in a position in which you must make the difficult decisions that will not just affect the person you are terminating, but also those who look to you as the leader/manager/superior to see how you handle it. A firing has a ripple effect, the family and future employment. Life does not have to end because of a layoff or poor performance (probally occuring due to impending burnout). Communication along the way is key model compassion.
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Stupid bosses forget that the tables may turn. Treating people with dignity and respect should be the goal through the employment life cycle. We can always do better. We hear a lot about actively managed funds but not very often about the overall skills or training to become an engaged manager. Obviously middle managers have been all but squeezed out of the equation but how can a manager better understand and plot a course for their talented people? We ask teachers to differentiate lesson plans, why not ask managers to dedicate time to engage the employee where they are and set up a plan that will engage and support the employee so they don’t get fired - this is for the ones that others may suggest are not the right fit or are possibly not as productive as they should be?
Related: Micromangement is the Most Hated Behaviour in any Office
