“The favorite part of my job is terminating employees,” said no one ever!
Terminating employees is one of the toughest tasks a manager faces. The best strategy to minimize the need for terminations is prevention. This includes thorough hiring, onboarding, and training processes. Setting employees up for success through clear expectations, consistent feedback, and regular coaching can often correct performance issues before termination is necessary.
However, despite best efforts, not every hire will be the right fit. As Jim Collins notes in his book Good to Great, we need to get the right people on the bus, the wrong people off and put the right people in the right seats. When an employee isn’t delivering consistent results or fitting the role, getting them off the bus (termination) may be necessary for the good of the individual and the team.
Don’t Delay the Inevitable
A common mistake is delaying the decision to terminate. Prolonging the process harms both the employee and the rest of the team. The longer an underperforming employee stays, the more their self-esteem and the team’s morale suffer. By delaying, you are depriving the individual of the opportunity to find success elsewhere. The termination may come as a blow or could be a relief for the employee. Don’t be surprised if they thank you, maybe not right away, but later when they have moved on to a role where they are a better fit and achieving success. The team will also thank you for not tolerating underperformance.
Do’s:
- Be prepared: Have the necessary paperwork and documentation ready.
- Stay on message: Be factual and direct, without being apologetic.
- Get to the point: Start the meeting by explaining the reason for the discussion; avoid prolonged preambles to “soften the blow.”
- Be Compassionate: Listen and acknowledge their feelings but don’t offer false hope.
- Consider a third party: If you’re concerned about the employee’s reaction, have a neutral witness present.
- Express well-wishes: Show confidence in the employee’s future success.
- Inform the team: Provide a brief, professional communication afterward, while maintaining confidentiality.
Don'ts:
- Be prepared: Have the necessary paperwork and documentation ready.
- Stay on message: Be factual and direct, without being apologetic.
- Get to the point: Start the meeting by explaining the reason for the discussion; avoid prolonged preambles to “soften the blow.”
- Be Compassionate: Listen and acknowledge their feelings but don’t offer false hope.
- Consider a third party: If you’re concerned about the employee’s reaction, have a neutral witness present.
- Express well-wishes: Show confidence in the employee’s future success.
- Inform the team: Provide a brief, professional communication afterward, while maintaining confidentiality.
