| Firing people is a tough and unpleasant task no | | | | are sure you can deliver on the promise. |
| matter how you slice it and dice it. Career paths are | | | | 5. Provide employees with an opportunity to have |
| disrupted. Hopes for career success are dashed. But | | | | their say. This can be a very tedious time. Because |
| when it's necessary, there are eight steps you can | | | | of the high emotions on both sides, an angry |
| take to soften the blow. | | | | shouting match can develop. Or the employee may |
| 1. Deliver the bad news in a face-to-face meeting | | | | simply be in a state of shock. The manager should |
| whenever possible. The boss has to do it. There can | | | | maintain his calmness, avoid arguments. Don't let it |
| be no delegation of this responsibility. It is desirable to | | | | become personal. |
| have one other person present, especially if the | | | | 6. Provide a way for severed employees to follow up |
| meeting might end in a heated confrontation. But no | | | | with a company representative who can answer |
| more than one additional person, or else it may | | | | personal questions about terms and benefits. |
| appear that a kangaroo court is in session. | | | | 7. Remember that firings effect more than the |
| 2. Conduct the meeting in a strict, arms-length | | | | employees concerned. There are families, neighbors, |
| business-like manner. Explain in detail the reasons for | | | | merchants and others to think of. Make a public |
| the action and the terms of severance. Make the | | | | announcement of the facts before the rumor mill |
| message straightforward. Provide a take-away | | | | kicks in. |
| written document covering the key points of the | | | | 8. It may seem heartless at the time, but it is best |
| message. | | | | to have the fired employee leave the premises within |
| 3. A firing is a firing; don't try to sugar coat it with | | | | a very short time. The clear-out-your-desk and |
| fancy language. Express empathy. But don't pretend | | | | be-gone-by-noon approach is unduly harsh. However, |
| you know how a person feels losing a job; you don't | | | | no good is done for anyone if the dismissed |
| because you are still employed. | | | | employee stays around for any length of time. The |
| Resist being overly generous in praise for the | | | | water for all will be poisoned by gossip and |
| employee's contributions. Such expressions may be | | | | recriminations. |
| translated into some unfounded hope that the | | | | Believe it or not, while never welcomed, the negative |
| decision can be reversed. Also, in this litigious age, a | | | | impact of firings - if they are justified by sound |
| disgruntled employee may take praise out of context | | | | personnel and economic reasons - can be mitigated if |
| for legal action. | | | | all parties work at making the best of a bad situation. |
| 4. Offer to provide help in getting another job if you | | | | |