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Does your human resources department put your company at risk?  Are there any unnecessary discussions of terminations occurring after the fact that can backfire on your firm?  Remember:  keep firings private – retain employee exit dignity.  There are a number of things you must keep in mind when forced to terminate employees.  Try to follow these rules when possible.

Rules of terminating employees:

1. No other employees present:  When you must let someone go, try to terminate employees when all other employees are gone or have not yet arrived at the work place.  For example, if you are picking the end of the day, bring them in the closed-door office five or ten minutes before five.  If you wait long enough, everyone will be gone after 5 p.m.  When the fired person has to clean their desk and leave the facility.
2. No haggling:  Do not haggle about vacation earned.
3. No one’s fault:  Do not blame the employee; tell them the job was not the right fit for this particular person.  You do not need to dwell on their shortcomings because it is useless and makes the situation worse.
4. No personal issues:  Do not mention personal issues; things that do not involve the company are irrelevant.  If you are burning to mention them, rethink firing this person because you may actually be the problem yourself.
5. Pick a time when the office is empty:  Terminate employees late in the day, or first thing in the morning.  If you must terminate someone when everyone is in the office, try to do it at lunch when most are gone.  Do it in a closed office and do so quietly.  You cannot help the fact someone may end up yelling, but you do not need to add to the drama of the moment.  Keep your voice low and it will force the other person to ultimately lower their voice when they regain their composure.
6. No telephone terminations:  It is not wise to terminate people on the telephone unless they have not attended work for several days or if you cannot reach them except when they call you, or they refuse to come to work or provide a valid medical, military or jury excuse.
7. Third party helps calm things:  Have a second person in the room when possible to keep the conversation on track and off of details.  When there is a third person in the room, make sure the terminated person does not turn the other against the person doing the firing.  It is best not to comment about the details; just be supportive and assure the ex-employee they will be paid everything they have earned plus vacation and any other benefits.
8. Talk little:  Remember that it is best not to talk a great deal about the reasons why the person is being let go because at this point, if the company has decided it no longer wants this employee in this position, the less said is better.  Tell them the job assignment did not work out; you do not blame them, but there was just not a good fit at this time.
9. Offer assistance to leave:  If the person needs help with taking personal things to his or her car, help them so they do not have to make multiple trips in and out.  The fired person wants to get their last check and leave and they do not want to see anyone at this time.  Help them do that.  If someone needs to take the person home, offer that, if there is an employee who is willing to do this for the terminated person (without a car).
10. Do not fight unemployment:  There is no reason to fight unemployment pay for the employee if there was no rule-breaking, theft or worse violations of company codes and regulations involved resulting in the termination.
11. Do not discuss termination:  There is no need to inform anyone of the termination in the future.  Do not discuss the termination on the telephone because you do not know who is actually on the telephone.
12. Do not discuss termination reasons:  Do not discuss the reasons why any employee is terminated with anyone inside or outside the firm.  Do not talk about it with other employees even after the termination.  It is private and discussion of any detail can only come back against the company and the person divulging the information.
13. Keep records private:  Keep all personnel records private and locked up with limited access, unless ordered to be released by a valid court order.
14. Why did they fail in the position? What was the primary reason this employee did not work out?  Did someone not do their homework and check references?  Were potential problems noted in the interviews but ignored?  Was the vetting process not long enough?  What could have been done to detect the flaw with this candidate that ended in failure and ultimate termination?  Your goal is to hire smart, find good personnel and work to keep them with your firm because the longer they work for you, the more valuable they become.

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