have to lay someone off. please help me through conversation.
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Anonymous
| i have to lay someone off in the next week or so. i've been fortunate in that i haven't had to ever do this. the employee has a very sensitive nature and i think she will be very upset. how to help us both through this conversation and transition? i fully realize that this creates a big impact on one's life and so i want to handle it carefully. your advice appreciated. |
Anonymous
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Do you work an in organization with an HR department? If so, would recommend you ask them for advice and guidance. When I was a young manager I would have HR sit in on these types of meetings with me until I gained confidence and learned the company's protoco/culturel in these situations.
If there is no HR department, you may want to ask a more senior manager. What you don't want to do is create a situation that goes agains your company's culture. I think it is good that you are sensitive to the impact to the employee, but it is also important to be away to the impact to the organization. Best of luck to you. |
Anonymous
| Be direct and to the point, then stop talking. You should have someone else in the meeting with you- HR is most appropriate- to go over anything like severance, picking up personal belongings (the person may just want to leave right away). Let the person you are firing do the talking. Don't hetbdrawn into a conversation about why. |
Anonymous
| Is this a layoff or a firing? If it's truly a layoff and you can envision this person offering value to another employer, write a "to whom it may concern" letter of recommendation in advance and present it along with the bad news. |
Anonymous
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Do it either right before lunch or at the end of the day but before everyone else is going home (so like, 4pm). Have everything ready. Final paycheck, paid out leftover vacation days, letter of reference, box for personal things, etc.
"Larla, as you know, when we talked at the end of January, I told you that you needed to get to work on time every day, and to take no more than 60 minutes for lunch each day/sell at least 120 widgets a month/get all timesheets entered by the second day of each month/whatever in order to keep your job. You have not done that. I took the liberty of giving you an extra month but it did not help. This leaves me with no choice but to let you go, effective immediately. Your paycheck through the end of today has been deposited in your account, and here is a check for the two vacation days you haven't taken yet, along with a letter of reference. I wish you the best of luck." If you are basically firing her for cause, you need to decide whether or not you would contest if she filed for unemployment. If you wouldn't, say that. "The company will not contest if you file for unemployment." If she cries, you can say "I'm sorry it came to this. I really enjoyed working with you/getting to know you/that time you juggled." Then stay in your office until she's gone. Then go home and cry. |
Anonymous
I'd steer clear of trying to pin it on underperformance unless you have clearly documented and communicated underperformance for several months or years. If she is a top performer and you're laying her off for budget reasons or whatever do not fabricate underperformance. |
Anonymous
| Private sector or fed? |
Anonymous
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I agree with direct and stop talking. Be ready to anewer their questions about severence and unemployment and insurance . Have paperwork ready on all those things so they don't have to uncomfortably question or wait. Be clear on when they should leave or pack up (it is in a week, an hour?)
Just treat it as business and don't get emotional. If allowed and you want to, offer to help with recommendations. |
Anonymous
| You are the only slacker in the entire office. We are sick of your underperformance. There are 10000 folks waiting in the third world country to do your job, with 3 meals a day. Now gtfo. |
Anonymous
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fired for performance or laying off due to budget/reorg/whatever? The conversation is different, but the most important points are:
1. Have a witness. At my org, the manager delivers the news with an HR person by their side. 2. Have the packet of info ready. Severance, outplacement, whatever it is, they should not have to wait. 3. Be VERY clear and direct and do not beat around the bush. There should be zero confusion about the fact that their employment is termed. |
Anonymous
| "You are the weakest link! Good bye!" |
Anonymous
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Be clear and direct and use as few words as possible. Do not apologize. Do not say that it is hard for you.
"Due to continuing problems with your performance (or due to budget cutbacks), today is your last day with Company Name. Sally from Human Resources is here to provide you with your final paycheck, explain how you can elect COBRA health care coverage, and answer any questions. She will also escort you back to your desk where you can gather your personal things, and will walk you to the front door." Do not engage with any pushback, arguments, tears. "The decision is final." If you are willing to provide a letter of reference, you may say that. If you will not contest an unemployment claim, you may also say that. You will be tempted to overexplain or sympathize. Don't do it. You will feel terrible but you will get through it. |
Anonymous
Agree. This is a common mistake. People think it means they are showing empathy, but to the person being fired it sounds like you are prioritizing your own emotions. |
Anonymous
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You guys are too funny, but when it happens to you it will be a different story. Maybe the company just back stabs people like many. Maybe OP should be looking for a friendlier place. If it was performance did that employee get a warning, ways to improve performance? Written up?
That should be a last resort imo. OP better pay attention. |
Anonymous
| And wear your bullet proof vest that day OP. |