Involuntary employment separations are difficult for everyone involved. If they ever become easy for you as a manager or as an HR professional, then you are probably doing them wrong. But when it is necessary to terminate an employee, doing so right way, and with dignity and respect, is critical. Involuntary separations have a negative impact on your employment brand and your ability to attract and retain top talent. Handling terminations effectively and with dignity can lessen the negative impact.
The way an organization handles offboarding impacts how an employee reacts to the news of job loss, the transition success, and ultimately the organization’s bottom-line. Separations not handled with dignity can result in lost productivity, lower profitability, and poor reviews on social media. So, why would you proceed any other way than with dignity? Even if the employee being separated has been a poor performer, there is no reason to use any words that are hurtful. You can be honest and direct, but still allow the separated employee to leave the organization with dignity.
Build a Detailed Communication Plan
HR leaders should also be thoughtful when it comes to employees who remain with the organization, but whom are impacted by the separation. No one whose role is impacted should find out about organizational changes from an organizational announcement or through the grapevine. Employment separations, particularly when a senior executive is impacted, can impact the reporting structure and job scope of a number of employees across the organization. Creating a thorough, step-by-step communication plan will help to minimize the disruption of the employment action. For each step in the process (row in your communications plan), you should include the following details (columns):
- Communication channel or media (e.g. in-person, by e-mail, by phone, etc.)
- Key messages
- Owner or owners or the step
- Timing (and current status)
- Notes
You should think through everyone whose role will be impacted by the change and make sure you have planned an appropriate communication step for each of them. This could take the form of a phone call from their new manager, a group meeting with a new team, or some other form of personal communication.
Conducting the Notification Meeting
Notification meetings are stressful for everyone involved. Every situation will be different, and every employee being notified will react differently. Some will want to vent, some will shout, some will be in shock, some will not say anything, some will cry, and others will want to bolt out of the room as fast as possible.
When conducting the meeting, the manager should be sure to:
- Get right to the point
- Avoid trying to fill the awkwardness with small talk
- Convey a clear, consistent message
- Be firm and direct about the decision without being unkind
- Avoid offering any opinions about the situation
- Be respectful and compassionate
- Take the time to respond appropriately to any questions
The role of the HR representative should let the manager deliver the message, but help to keep the meeting on track, if necessary. They should listen carefully to what both the manager and employee say and clarify any miscommunication that may occur. HR should then discuss separation next steps, provide the details of the severance package, and answer any questions the employee may have.
Bryan L. Olson
Founder & Managing Partner