Adam Radly and Bob Bates Recommend:
Adam Radly Bob Bates have had to hire and fire many people in their own businesses. This interesting article from Harvard Business Review about some of the issues that you should consider.
Every manager knows the termination playbook: Be direct, keep it short, walk the employee out the door, shut down access to email, and so on. Having led three businesses, managed thousands of employees, and overseen hundreds of terminations, I had always followed the playbook drilled into me by legal and HR professionals.
A couple of years ago, however, I decided to try a new approach, one that that is both more humane and better for the company culture and the business. I call it “transparent separation.” With transparent separations, you don’t blindside an underperforming employee or fire him outright. Instead, you encourage him leave to on his own by letting him know he is going to be let go in time and needs to start looking for a new job ASAP. I have now had this conversation with many employees, and the results have been radically different from the response I received in the past. With this approach, inevitably I am thanked.
Before I walk through the benefits of transparent separation, let’s look closely at how it’s done:
As with a typical termination, ambiguity is unacceptable. Be clear that your decision is final (presumably the discussion is coming after a performance improvement plan has been in place, but the needed improvement has not materialized). This clarity encourages the employee to start a job search immediately rather than trying to negotiate with you about keeping their job.
See the rest of the article here.
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