(Always consult your supervisor before firing an employee)
Firing a staff member is undeniably stressful for mid-level managers. While we often strive to redirect underperforming employees, sometimes termination is unavoidable due to persistent performance issues or serious misconduct.
If you’re holding onto an employee out of fear of a difficult conversation, you’re doing them a disservice. Stagnation within their role is inevitable, and it’s unfair to both the employee and the company.
When termination is necessary, always have another manager or witness present, especially in cases involving opposite-sex employees. This safeguards against potential liabilities. If a witness is unavailable, conduct the meeting in a public location like a coffee shop to minimize distractions and emotional outbursts.
Deliver the news directly and firmly and avoid apologies or admitting guilt. Simply state that the position isn’t a good fit and that the employee would likely be happier elsewhere. Provide specific and actionable reasons for the termination, focusing on performance issues or misconduct that have persisted despite training and support. Be clear and concise, avoiding vague or accusatory language.
Example: “Coach Example, I have put a lot of thought into this and I do not think this position is the correct fit for you. I feel that you would be a lot happier working somewhere else.”
“I have retrained you many times and given you an action plan and I do not feel right keeping you employed for the health of the business or your success.”
Maintain control of the conversation. Redirect any arguments back to your initial statement, emphasizing that the decision is final. Avoid getting drawn into a debate or emotional discussion. If the employee becomes overly emotional or disruptive, politely but firmly request that they leave.
Be prepared for a range of reactions. Some employees may accept the news calmly, while others may become defensive or upset. Remain professional and composed throughout the conversation. Avoid making any promises or commitments that you cannot keep.
Document the meeting. Immediately after the termination, create a detailed record of the conversation, including the date, time, location, and the reasons for termination. This documentation can be helpful in case of any legal disputes.
(Always consult your supervisor before firing an employee)
Firing an employee can have ripple effects within a team. To minimize disruption, careful consideration is essential. When terminating an employee close to another staff member, a proactive approach can help mitigate potential issues.
Have a private conversation with the remaining employee, offering general information about the situation their colleague is facing. Emphasize that you’re sharing this in confidence and as a gesture of support.
Following the termination, check in with the remaining employee to address any concerns or questions.
When communicating with the team as a whole, acknowledge the difficult decision without providing specifics. Reiterate your confidence in the team’s ability to continue performing at a high level.
It’s important to maintain a positive and forward-looking approach. Focus on the team’s strengths and capabilities, emphasizing their ability to adapt and overcome challenges. Remind them of the company’s goals and how their contributions are essential to achieving success.
(Always consult your supervisor before firing an employee)
An optional step in the termination process involves offering the employee the choice of a forced resignation instead of outright termination. This can be presented as a way to potentially soften the blow to their professional reputation. If the employee accepts, they must provide a written resignation letter. This approach allows for a more controlled narrative, enabling you to inform the team that the employee left for “better opportunities.”