Tools for Dismissing an Employee

DISMISSING AN EMPLOYEE
List of Dos and Don’ts for Dismissing an Employee
Use this list as a quick reminder of what you should do or not do as part of the process of dismissing an employee. You can add to this list specific policies and practices within your company, as well as tips you’ve learned from experience.
Do... Don’t...
Do become familiar with your company’s poli cies and procedures. Don’t tell a dismissed employee that the dis missal is part of a layoff if it isn’t.
Do be informed about the legal implications of dismissing an employee. Be sure to seek legal ad vice from a knowledgeable attorney. Don’t use statements that could leave the im pression that the employee is being dismissed for discriminatory reasons, such as being too
Do involve a human resource professional, if possible, in the plan and termination meeting. old, married, pregnant, and so forth.
Don’t use humor or make light of the situation.
Do document the terms of the employee’s dis- missal and create a separation letter.
Don’t threaten an employee who implies that he or she may challenge the dismissal.
Do acknowledge the emotional impact of this process on yourself and the employee. Don’t withhold the person’s final paycheck.
Do be dispassionate, direct, and focused in the meeting, but deliver the message in a way that preserves the person’s dignity. Don’t go it alone: have a human resource pro fessional at the meeting, if possible.
Don’t make potentially damaging statements
Do keep the meeting short and private. about the employee to fellow employees.
Do deliver a severance package, if possible, to ease employee concerns about security. Don’t make potentially damaging statements about the dismissed employee to his or her reference checks.
Do make arrangements for the employee to re trieve his or her personal belongings. Don’t apologize or reconsider your decision if the employee protests.
Do set up an exit interview, if possible.
Do listen as well as talk; the employee may share more freely important information. Don’t sugarcoat your message.
Don’t make promises you can’t keep.
Do honor employment contracts such as a union’s collective-bargaining agreements, non compete or nondisclosure agreements, or a service letter. Don’t just shut off the employee’s e-mail and voice mail without careful decisions about what channels you want to keep open or closed.
Do concisely communicate to other workers ap propriate information concerning the dismissal, including your plans for seeking a replacement.
Do redistribute the dismissed employee’s work, if necessary, in a way that enables others to re main productive.
Do follow company policy regarding notifying external contacts.
Additional Dos and Don’ts
DISMISSING AN EMPLOYEE
Dismissal Preparation Checklist
Use this checklist to help you prepare for dismissing an employee. You can add company-specific procedures or your own personal items to this list.
Have You? Yes No
1. Determined that dismissal is now the best means of going forward for this employee, and that there are no other viable alternatives?
2. Reviewed company policies and procedures on dismissing an employee?
3. Sought legal advice on the soundness of your reasons and on how to manage the dismissal?
4. Kept adequate records to document the employee’s inadequate performance and measures taken to address it?
5. Avoided making judgmental or discriminatory statements about the person that could end up being harmful to you or the company?
6. Recognized and tried to deal with the emotional impact of making this decision on yourself and the other person?
7. Sought appropriate support and guidance if this is your first dismissal?
8. Thought through how you will present this situation to the employee and how you will handle difficult questions or behaviors?
9. Asked a human resource professional, if possible or needed, to sit in on the dismissal session with you?
10. Arranged a private place and reserved a time to have the conversation with the employee?
11. Thought through how you will announce this dismissal to others in your work group?
12. Made a plan to handle the dismissed employee’s workload?
13. Consulted with human resources about finding a replacement?
14. Prepared all the necessary paperwork?
15. Developed an exit plan for the employee that makes the dismissal day his or her last day and includes how e-mail or other communications will be handled internally or externally, how he or she can retrieve his or her belongings, who will accompany him or her out of the building, and so forth?
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