Firing With Respect — Tip of the Week
I think it’s pretty clear that layoffs are going to continue and that our unemployment situation isn’t going to turn around anytime soon. In all likelihood, you will fire an employee, maybe several of the them, between now and the end of the year and on into next year. Things have changed a lot since the layoff craze began. Millions of people are sitting on edge every day. I’ve written as much as I can about why this should have never happened. As it continues, however, remember how stressed employees already are and how difficult being fired is, particularly in this economy. Instead of an email, memo, voicemail or some other impersonal contact, meet face-to-face with employees losing their jobs. You will need to give them something in writing. You can do that when you meet with them or give it to them later. Show them a little respect when they are on the verge of hearing what they’ve feared for months.
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About Chris Parker
Chris Parker's practice focuses on the representation and counseling of companies in matters pertaining to the workplace and the protection of their intellectual property and trade secrets. In addition to serving as an advocate for clients, Mr. Parker is also trained as a mediator and frequently serves as a third-party neutral.
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About Jimmy Daniel
Jimmy Daniel provides counseling to businesses of all sizes related to the employment relationship. He assists in the drafting of employment agreements, policies, and handbooks, as well as provides guidance related to compliance with federal, state, and local legislation such as the Fair Labor Standards Act and the Family and Medical Leave Act.
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About Larry Bridgesmith
While serving in an Of Counsel relationship with the firm, Mr. Bridgesmith also serves as the Executive Director at the Institute for Conflict Resolution at Lipscomb University and as an officer and principal in Strategic Resolutions Group, LLC. In these roles, Mr. Bridgesmith brings over 30 years of legal experience in dispute resolution and innovative workplace strategies to clients, students and business entities alike.
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I’ve been fortunate over my career to have avoided laying people off, but your advice can be applied to all terminations. In my first supervisory position, I had a poor performer who sank to the level of making his distaste for the job, the company, and me very public and very personal. I sank with him and did the same with his termination – very public and very personal.
He broke my nose.
Since then, I’ve put in the time and effort to get a lot better at terminations… regardless of the reasons, and regardless of how I might feel about the individual involved. I’m not getting my nose broken anymore, and I even have people I’ve fired “friend” me on Facebook. It pays to be respectful to people, even in the most difficult circumstances. They may leave without a job, but you can help ensure they don’t leave without their dignity.
Frank,
Your comment is so well said that I hope everyone who reads this blog will take the time to read your comment.
A broken nose will make one think the next time I’m sure. Like mules, our attention is often gained only by the use of a two by four.
Thanks again.
John