Termination

When an employee is fired for gross misconduct on the job, the termination is usually one that is expected and without surprises. But what about those terminations, you know them, the really tough decisions that the CEO, president, human resource director or manager has to carry out because of mergers or acquisitions, restructuring, financial changes, changing job demands, company downsizing and/or technological advances?

Many of the employees affected by such changes have job tenure and are often in their 40's and 50's or older. They must continue to work to provide for themselves and their families. In the past, their performance was acceptable or above. Or perhaps they weren't ever quite the right fit for the job, but because of tenure and lack of honest appraisals, they continued in the same job for many years.

Generally, it is not only one reason that leads to the termination decision, however. And once the decision is made, then what? How do you conduct a respectful and humane termination?

"Change, as we know, is constant in business and in our lives," says Bill Johnson, president and CEO of Lee Memorial Health System. "This change often requires employers to make difficult decisions. As an employer involved in the daily care and concern of others, it is important to pass n this level of care to our employees."

Think about this: if it were you being affected, how would you want the termination conducted? Or, perhaps you have been terminated at some time yourself. Most of us, at some point in our lives, experience losing a job involuntarily. It is something we rarely, if ever, forget. What do you remember most? What was the hardest part of determining your first step? What did you say to family and friends? How did you heal from its effect?

Most of us recall such emotions as shock, anger, disbelief, confusion, sadness, withdrawal, powerlessness and depression. Over time, as we moved on, we began to feel resolution, acceptance, increased focus and recommitment toward the possibilities of new opportunities.

By conducting an employee termination meeting respectfully, you can provide the best possible scenario and process for your exiting employee. By handling the termination meeting well, you and your company can set a high standard for caring and professionalism.

A successfully conducted employment termination:

** Treats employees with respect and sensitivity.

** Aids in preventing legal problems for the company.

** Provides the exiting employee with critical information necessary to move forward.

** Offers severance and outplacement/career transition support.

** Conducts survival training with remaining employees to reinforce continued commitment to goals and focus on continued productivity.

Getting Ready

Preparation is the key ingredient for employers to conduct an effective termination interview. Company policies and legal implications must be considered prior to conducting the termination. You may wish to review specifics for the termination with a legal counsel who specializes in employment law.

The next step may be to consult with a professional outplacement service and use the expertise of an experienced career consultant to aid in designing the exit process. Employers should use whatever professional resources may be helpful and view the task as one that will be done respectfully by preparing in advance.

Plan the termination meeting as you would any other well-planned business meeting. This may sound uncaring, but in truth, it shows concern by considering the result this type of meeting will have on the affected employee. Taking the time to consider all aspects of the termination will assist in ensuring a professional process. A recommended way to structure your meeting is simply with:

A beginning: briefly state your reason for the decision

A middle: listen and respond -- do not re-hash old issues

An end: give policies for a severance package, work transition, and outplacement/career transition support

Whenever possible, it is best to have the career consultant on-site the day of the termination meeting. This provides an opportunity for the career consultant to meet the exiting employee as soon as the termination meeting is concluded and reinforce the idea that immediate support will be provided. An initial meeting also makes it easier for the exiting employee to be a little more comfortable in attending the first meeting at the career consultant's office with a familiar face to relate to.

Looking Forward

Outplacement (which we will term as "career transition" from this point forward) is an integral part of an individual's movement forward after job loss. Regardless of the job level held by the exiting employee, career transition support is valuable. Various services are available, ranging from consulting to full-service career center and administrative support of one to 12 months of service.

A severance package (salary and/or benefits continuation for a period of time) is very important, but it does not take the place of immediate assistance for individuals faced with career change. Employers often think, "Oh, he or she won't have any trouble finding another job." But I can honestly say that, having worked with hundreds of individuals who have been affected by job loss (from maintenance workers to CEOs), emotional distress and confidence issues almost always surface and must be addressed with positive, professional support immediately.

Career transition is much more than assisting in the creation of a resume. It is a rebuilding of careers and the making of new short and long-term choices. A skilled career consultant works with individuals to assess skills, values, traits and motivations. He or she also aids in thinking through career options to help rebuild self-confidence and to locate the next opportunity. Tangibles (resume, addendums, references) and intangibles (communication, presentation style) are all part of the program.

A point to remember when providing career transition support: always try to locate a reputable firm that is geographically as close as possible to area in which the exiting employee lives. The daily face-to-face contact and use of office space is critical. If the individual has to drive a distance of two hours, for example, he or she is less likely to use the service and may not receive the full benefit of what this type of service can provide.

Also, home-based distance services are often not as effective because individuals can become easily distracted away from working on the search. Career transition firms often will partner and sub-contract services with the geographically closest firm to offer the highest quality, most efficient service available to the individual. As the employer who may be working with a national or international firm, you should request this local service. By working out of a career transition