I recently started my own business and now need to terminate my first employee. Despite providing numerous chances for improvement, this employee initially performs well but then reverts to poor performance.
How can I handle this termination professionally to avoid arguments and conflict? The employee is highly manipulative, often deflecting blame and using personal circumstances, such as financial difficulties and being a single mother, to avoid accountability. I have repeatedly addressed her performance issues, but the situation has not improved. I want to manage the termination process in a way that minimizes confrontation.
Here are the steps to terminate the employee professionally:
Document issues and warnings:
Before terminating an employee, ensure you have documented the reasons leading to your decision. For instance, if the employee has consistently threatened colleagues, record each instance.
Keep track of any warnings you have given, such as poor performance reviews. Having evidence of your efforts to address shortcomings will support your decision.
Prepare documentation:
Gather performance reviews, written warnings, and relevant correspondence with the employee.
Having this documentation in order allows you to review it during the termination meeting and provides proof of your decision.
Conduct the termination meeting:
Arrange a private meeting with the employee.
Be direct and compassionate. Inform them that today is their last day and succinctly state the reason for termination.
Listen to what the employee has to say, but remain confident in your decision.
Provide an employee termination letter:
Prepare a termination letter that outlines the reason for termination, effective date, and any relevant details.
Keep the letter concise and professional.
Collect company property:
Ensure the employee returns any company property (e.g., keys, access cards, equipment) during the meeting.
Notify HR and legal teams:
Inform your HR department and legal team about the termination.
They can guide you on legal requirements and ensure compliance with state and federal laws.
There are some key steps to be noted for a smooth termination process. Here is an example of an approach you can use to make the process smooth.
1.PREPARE DOCUMENTAION
After doing enough research and gathering enough evidence regarding an employees poor performance, you should document all this giving specific dates of incidents. This might also advantage you legally.
2. OBSERVING COMPANY POLICY AND LEGAL REQUIRMENTS
Follow the outlined procedure that were in place during the commencement of the contract
3.PLAN A MEETING
You can do so privately with the underperforming employee with you having a manager or HR present as a witness
In the meeting you should:
1.Be honest and empathetic:
Declare the goal of the meeting from the outset. Communicate openly the choice to terminate and the reason behind it. Provide concrete instances of performance problems to keep things clear.
While acknowledging that the decision is based on work performance and company demands, express understanding of their personal situation.
2. Avoid Conflicts and Remain Calm:
Even if the worker gets agitated or angry, maintain your composure. Refrain from joining discussions or disputes. If required, restate the main grounds for termination.
3. Offer Support and Resources;
Offer assistance if you can, such as information on unemployment benefits, referrals, or outplacement services, if applicable. This can demonstrate empathy and lessen the blow.
4.Record the Meeting:
After the meeting, record the topics and decisions that were discussed. In the event of future conflicts and for record-keeping purposes, this can be crucial.
In many states, you have to give them their money back if you fire them. Verify the legislation in your state. If not, swiftly pull off the bandage. As suggested by others, make it brief and direct. Give no justifications. They shouldn’t be surprised by the result if gradual discipline was used. The decision has already been made.
Terminating an employee requires clear documentation of performance issues, a face-to-face meeting to explain the decision, and adherence to local employment laws.