Preparing for a firing
Regardless of an employee's performance history or behavior, firing is a difficult and sensitive task that requires grace and compassion. You are going to be providing another human being with some really difficult news that is likely to impact their life to at least some extent in the short-term.
We've previously discussed the high-level reasons we fire and how to ensure that you've done everything you can to do right by your employee. Today, we'll provide some suggestions on how to prepare for the discussion once the decision is made.
Is it avoidable?
The first question you need to ask yourself is: "Have I made every reasonable effort to help this person succeed?". If the answer is no, it may be worth revisiting whether you’ve taken the appropriate steps to support this individual—especially when performance is the primary concern. As mentioned, we've done a previous issue that explores this topic in greater detail, so you might start there.
Consult the right people
There can be a number of laws, rules and regulations you need to follow in these situations. If you are even considering firing someone, it's best that you consult your HR partners to ensure you are taking all appropriate steps (I am not an HR professional). Always follow your company's requirements and HR policies over these recommendations if there is any conflict.
That guidance is more than just a disclaimer. While HR is primarily there to protect the company, one of the benefits of doing so is ensuring employees are treated fairly and consistently. If we care about those that report to us, we should want to make sure that they are receiving that fair and consistent treatment.
High confidentiality
The circle of people who know about the firing in advance should be extremely small. Ideally just you, your boss and HR. If your company requires a witness be present or that security be available for an escort, coordinate those logistics with HR discreetly and in line with internal policies—minimizing unnecessary disclosure. Your team, your customers and your internal stakeholders should only find out after the fact.
Arrange contingencies
While you won't be notifying many people internally, you can start to plan on how to address the individual's work once they are gone. For the most part, this will just be some advance planning and strategy work you do on your own. Consider all of the individual's responsibilities and identify whether there is someone who can step-in once needed. These are likely the same individuals who perform these tasks when the employee in question is on vacation.
This Week's Action Items:
Make sure you taken reasonable efforts to help the individual succeed.
Consult with your HR partners to ensure that you are following all company requirements and policies.
Keep the information as confidential as possible. Only those with an immediate business need-to-know should be aware.
Plan for how you will address the individuals responsibilities once the news has been delivered.
