Firing scenario - what to say
Tammy Binford
22 Posts
Hello Forumites,
I'm working on a piece about what to say when firing a potentially violent employee, and I'd like some suggestions from you, the HR pros. Maybe you've been in that situation and carefully considered what words to use -- and not use. I'd appreciate it if you could pass along your wisdom. I'm hoping to provide "scripts" for termination meetings.
If you have ideas to share, feel free to respond to this post or e-mail me directly. I will need your name and company name if we use your information.
Thanks for any help you can provide.
Tammy Binford
Editor, M. Lee Smith Publishers
[email]tbinford@mleesmith.com[/email]
I'm working on a piece about what to say when firing a potentially violent employee, and I'd like some suggestions from you, the HR pros. Maybe you've been in that situation and carefully considered what words to use -- and not use. I'd appreciate it if you could pass along your wisdom. I'm hoping to provide "scripts" for termination meetings.
If you have ideas to share, feel free to respond to this post or e-mail me directly. I will need your name and company name if we use your information.
Thanks for any help you can provide.
Tammy Binford
Editor, M. Lee Smith Publishers
[email]tbinford@mleesmith.com[/email]
Comments
The last time I counseled him about his attendance, I told him one more absence would result in termination. The following week his was out again.
I decided to make the termination discussion as if it were good news. I told him that his wish was granted and his last day with us was today. I informed him that he would be eligible to collect unemployment for 26 weeks. I also advised him that he could relocate to another state and his unemployment checks would follow him. He left smiling. I still wonder if that wasn't his primary objective.
However, I have definitely learned in this job that ignoring a problem never, ever, ever makes it better. In a case where the potential for retalitory violence seems high, I would directly (but not aggressively) confront the employee.
"You have said things that cause us to believe that you would retaliate for this decision. Is there anything we should know about? Do you understand that just the threat or violence is a criminal act and can be prosecuted? Tell us honestly, do you feel you need someone to talk to (a counselor, pastor, etc.) who could help you through any negative feelings you have right now? Is there any way we can help you with that decision?"
By bringing it out in the open, I feel you give someone the opportunity to vent their feelings and you can show you understand their feelings. And it shows a good faith effort to address the problem before it gets out of hand.
When we did the termination, we had three managers in the room, making sure none of them blocked an exit for the employee. We had all the paperwork ready to give to him, including the termination wording. We usually do this anyway because people do not remember too much after the initial shock of reality. The meeting lasted three minutes and the employee left peacefully. The security people were in an open door office across the hall and in the parking lot.
I've had other occasion to call the police about potential danger, but unless a crime is or has been committed, they are kind of reluctant to respond.
Hiring a security service worked well for us.
During the termination meeting, my door is open and a supervisor is outside. Eye contact and brevity are the two most important things. I don't say "Do you know why you're here?" I say "You know why you're here." (The letter is already written, tri-folded and in an envelope.) I pause and wait for a reply. The employee explains why they are being fired (whether they agree or not - Never debate the issue) I explain their right to COBRA, retirement, vacation pay, etc. I ask them if they'd like me to walk them out. Surprisingly, some say 'yes.'
I've met with several 'potentially' violent employees in termination meetings. So far, have never had an outburst.
But some people are still shocked when it does happen.
My $0.02 worth.
DJ The Balloonman
Being what I am, I've never had any fear or concern for personal safety while in a termination meeting, but always handle it professionally and with as much respect as the situation will allow.
I don't know what I would do if I were a small woman having to terminate a potentially violent employee. I reckon I'd call S Moll in to assist me.
Keep it short and sweet.
Have some one with you.
Be prepared for the situation to go sour.
If you have a female in the area, have her take a walk.
Position some "Big" co-workers in the area.
If situation turns sour, place (force) the problem into a separate room and keep him (her ?) there for police action.
Luckily, I have never had a termination go sour, and it is always helpful to have the final check prepared.
My $0.02 worth.
DJ The Balloonman
Sometimes they want to reason or negotiate and we try to discourage that and tell them that the decision has already been made.
Other times we have had them cry and shake or say that they didn't know the fraud they committed was wrong. It's best to just get to point and move on with the meeting. I find the best way to get things moving is to begin to go through my checklist of things I need them to turn in - keys, security swipe card, etc...and review any time off payouts they are owed.
I like to end the termination meeting by telling the person that it is our procedure for their supervisor to escort them to their workstation to get their things. They take this much better this way than if we just follow them around without explanation.
Another aspect of the training centered around the concept of always trying to give the person a place to go. Do not just "stop" them, always provide an avenue for them to proceed. When they are asking for help of some sort, don't just say, "I can't help you" or "I don't know," instead have another step for them to take or person to talk to.
The phone number and address of the unemployment office would be one example. Having all the Cobra stuff ready and explaining it if the termed EE has enough presence of mind to ask about those things. Immediately returning personal objects or access to them is also important. If they feel they have been screwed and you also still have their stuff, it is an opportunity for them to build up pressure and stress around returning to the company and "setting things right."
In general, I favor the short and to the point meeting, with a well prepared agenda including finalizing as much of the contact with the company as possible. If you have "read" the EE as having a greater degree of propensity for violence, then having the local gendarmes or some sort of security present is adviseable. Picking the time of day is important, I like to do it as early as possible and as unobtrusively as possible. Finally, being prepared for various scenarios is important.