Post-termination protocol
THERE are no two ways about it-- sometimes it becomes imperative to fire an employee. It could be due to behavioural problems, performance issues, downsizing or something else. Whatever be the reason, almost every manager dislikes the prospect of sacking a subordinate.
But, even as the `fired' employee packs his belongings and walks out of the office door for the last time, the real work begins for the supervisor now. The management cannot afford to ignore the issue and carry on like nothing ever happened. Silence will only provide grist for the gossip mills as vicious rumours start doing the rounds. Also, the other staff will most likely feel disillusioned and demotivated. According to a recent survey, one termination, regardless of the position, can result in 20% loss of productivity, if the termination is perceived to be unfair by the employees.
Managers need to acknowledge that an employee will no longer be around. The rest of the workforce also needs to be informed about the termination along with valid reasons for the same. Here's how the manager can deal with the after-effects of a termination:
Less is best
The manager should make a brief statement to the other employees about the termination. He should give a succinct yet logical reason for the dismissal. The rule of thumb is to say as little as possible. Something on the lines of, `Mr Zakeer is no longer with the company because of ... Mr Anil will additionally see to his duties until we are able to find a replacement' will suffice.
He should adopt a neutral attitude by describing the behavioural reasons for termination without any references to the employee's personal character. But, he should not sugarcoat it either. As Sarita Peng, associate with a staffing solutions consultancy advices, says, `Once the employee is gone, immediately sit down with the remaining staff to discuss why the employee was terminated. You don't want to get into the details, but provide a general overview and emphasise that your firm's success relies on having the right people on board.'
Play it safe
The management should carefully think about and decide what they will tell the remaining workforce. If the statement is not pre-meditated, the manager may end up revealing more than he intended to. The manager can even discuss with the fired employee what should be said to his/her co-workers and come up with a mutually acceptable explanation for the departure.
Trouble in store
Issuing a false statement or damaging the said employee's reputation will land the company in legal hot water. As Janice Roven, a New York-based attorney, says, `If the fired employee wants to sue you, they can go after you for libel or slander if you tell people too much'. Therefore, the manager should tread with caution - be honest, non-derogatory and stick to concrete facts that can be proved.
He may be tempted to over-explain the decision or justify the action in an attempt to put the company in a good light. But, this may actually backfire as telling the whole truth will only make the departing employee look bad.
The niceties
The management should prepare itself by anticipating the kind of questions the staff may ask. To scotch rumours, remove doubts and assure employees that the firing was warranted, the manager can invite additional queries or concerns and clear them immediately.
What is important is to emphasise that though the termination was unavoidable, the workforce is still immensely valuable to the company. The staff will definitely understand and validate the firing if the reason is rational. All said and done, firing is never easy. But, good communication between the manager and the employees will keep the morale up in such times.
PAYAL CHANANIA
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