By Jennifer Leahy and Kristina Meyer | HRTools.com Business Writers
A termination meeting is an inherently uncomfortable situation. Firing an employee, whether for poor performance or as a position is eliminated, is a dreaded task for many managers and business owners. But perhaps most importantly of all, you want to make sure you know what not to say during a termination meeting. Once the decision to fire an employee has been made, adhering to pre-set policies will insure the best possible outcome. Outline in advance, even rehearse what you will say during what can be an emotional exchange.
“Keep it short. Less is more,” says Chicago attorney Andrew Slobodien, who has represented management in employment and labor matters since 1994.
Christine Abbatiello, Director of Talent Management Strategy for the Human Capital Institute, says that a termination should be “neat and clean.”
“People make it [termination] more complicated than it is because it is so emotionally taxing on both sides,” says Abbatiello.
Knowing the 10 things NOT to say at a termination meeting is critical.
1. Don’t apologize. Even when you say “I’m sorry” in the context of “I’m sorry that our business is down and we must let you go” or “I’m sorry this position wasn’t a good fit,” you are implying that your decision is incorrect. If the termination is a result of position elimination and you truly hate to let the employee go, saying “I wish our current situation were different and that this termination were not necessary” is better than accepting any blame for the termination. If you genuinely feel bad about terminating an employee, don’t apologize. “This isn’t personal,” says Abbatiello. “You’re not at fault.”
2. Don’t engage in small talk. This is not the time to discuss anything but job performance or other issues that are business related. Though you may feel you are being helpful in pointing out that the employee will have no problem finding another position or will now have a lot of time to spend with their family, such conversation is inappropriate and could potentially place the individual in a position to take legal action. Outline the separation package and explain the process in a professional and detached manner. “Get straight to the point. By beating around the bush, you risk confusing the message. The employee should always walk out of a termination meeting clearly understanding why they have just been fired. Unclear, jumbled messages lead to lawsuits,” says Kay Stroman, human resource coach and owner of The Stroman Group.
3. Give a detailed explanation. Abbatiello says that if the termination is due to a disciplinary issue, have your proof in writing. Whether it’s a signed company policy agreement or an employee performance review, present the employee with documentation that justifies the termination. Stick to the facts. Don’t chance getting tangled up in a heated discussion. It will only end badly.
4. Don’t get personal. Discussing an employee’s personal life during termination is risky. Many times, employees can come back and use this as ammo for a wrongful termination lawsuit. Abbatiello says business owners need to be well-informed about their statutes before they pursue a termination. Every state has rules about what you can and can’t say in a termination meeting. Your best bet is to stick to work-related issues only.
5. Don’t justify or defend your actions. At this point, you have already decided to no longer employ the person. Succinctly stating that their performance is unacceptable or position has been eliminated is sufficient. Debating the decision or justifying why one person was chosen for termination instead of another is irrelevant at this point. Abbatiello says that a termination should never come as a surprise. Chances are you’ve issued plenty of warning signs leading up to this day that justify your actions such as mediation, disciplinary notices or suspensions.
6. Don’t sympathize and avoid platitudes. Even if you have previously been fired or laid off, each situation is unique and offering that you “know how it feels” or that “better opportunities await” is disrespectful to the person who is now unemployed. Losing a job is a significant life change that can be emotionally and financially devastating. Do not try to minimize the situation.
7. Don’t get emotional. Even if it doesn’t come as a surprise, your employee is bound to be sensitive about the termination. But regardless of how they react, you need to keep a cool head through it all and not take the employee’s reaction personally. Abbatiello says that it’s never a good idea to be harsh with your employees during a termination. “The employee world is small,” says Abbatiello. “One employee who is fired badly could tell 100 other potential employees.”
Even if the employee in question is habitually late and lackadaisical on their best day, they may insist that their performance is exceptional and termination an act of meanness. Though your natural response may be to dispute the inaccuracies it will serve no purpose. Let the employee vent; be respectful and understanding but do not argue or get angry.
8. Don’t lie. You may be inclined to sugarcoat things in order to protect the individual’s feelings and avoid confrontation. Abbatiello says that if you feel uncomfortable about terminating the employee and you don’t think you can be straightforward about the reasoning, let someone else conduct the meeting.
9. Don’t ask the employee to work a few more days after you’ve terminated them. This is a dangerous move. Distraught employees may seek revenge by tampering with company property or information. Abbatiello says that after the meeting you should collect the company’s belongings, keys, ID cards and so on, and then walk them to the door. Some experts recommend that you supervise employees as they collect personal items from their desk to ensure that the employee doesn’t steal or damage company property.
10. Don’t end on a bad note. Abbatiello says that one way business owners can demonstrate their goodwill is by preparing a post-termination plan or pamphlet for the employee. This will give the employee some information about helpful resources, such as COBRA and the local unemployment office as well as some suggestions on how to cope with their termination. Avoid burning bridges; you never know when your paths might cross again.
If a question arises that you are uncertain about, don’t feel you have to answer on the spot. Indicate that you will find out the correct answer and get back to them, Slobodien advises.
“People tend to adlib and this is when bad information comes out,” he says.
After the termination meeting be sure to write down your account of what was said during the meeting and add it to the employee’s file.
Though each termination carries potential public relations, legal and business consequences a successful termination meeting can help ease the transition.
“By the time you schedule a termination meeting, the employee should not be surprised. Ok, maybe a little surprised that you actually have the nerve to follow through with your threat of termination, but the termination itself and the reason for it, should never come as a surprise,” Stroman says.
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