Nobody hires employees with the intent to fire them. However, when performance or behavior becomes an issue, it’s important to take the right steps to be fair, efficient and create the least disruption or damage both to the organization and the business.

In this issue of Promotional Consultant Today, we share critical tips for terminating an employee.

Before

Make a plan. Set expectations with the employee when you hire the individual so that he or she knows what is expected and what is grounds for termination. This includes the employee’s responsibilities and key performance indicators—metrics from which you are judging their success.

Review expectations with current and new employees. Give them monthly goals to hit and monthly performance reviews so everyone knows where they stand.

Document religiously. The very first time and each time after that, issues with employees should be documented and dated. Of course, it is best to email this person the issue(s) at hand so you leave a paper trail, and they can have ample amount of time to digest and improve.

Be transparent. It is pertinent to be completely transparent with employees who are on the road to termination. Be clear in addressing any concerns with performance, and clearly state (and document) what needs to be done to improve performance to an acceptable level.

Prepare. Once you know you’re going to fire someone, it’s time to make another plan. One that answers the following questions:

  • How will your team function without this employee?
  • Will you hire or reassign their work to another employee?
  • Will or should you provide them with severance?
  • How and when will you share this information with your team and the person?
  • Where will you tell him or her?
  • What questions may they ask you?
  • What is your reasoning(s) for firing them?

During

This is the hardest part—actually telling someone they are no longer employed. It can be absolutely painful and definitely emotional. This is why it’s important not to torture them with small talk, but rather just lay the blow within the first 30 seconds of being in the room.

  • State your case and the reason for it.
  • Do not drag things out. All of the details should have been previously discussed in prior meetings, which led up to this.
  • Concisely explain the details of the termination.
  • Remind them of any legally binding agreements they initially signed with the company, such as NDAs, confidentiality agreements, etc.
  • Tell them how and when they can pick up their belongings and collect company items.
  • Consider offering complimentary services if the person is genuinely a good person, but just wasn’t right for this particular job. This could include a recommendation letter.

After

Whew. That was tough. Now, all you have to do is break it to your staff and monitor your reputation for the time being.

Tell your employees. Don’t embarrass the former employee because chances are they have friends in the company. Consider letting people know on a need-to-know basis or by simply stating in the next meeting that so-and-so will no longer be working with us. Give few details as to why, and let them reach their own conclusions.

Monitor. In today’s socially connected world of the internet, it’s important to set up tools to monitor what a potentially disgruntled ex-employee might be saying about you. Set up Google Alerts to get notified immediately when something pops up for your company’s name.

Finally, make sure to clearly communicate with your legal and human resources departments to ensure that you are legally protected.

Source: Chad Halvorson is a contributing blogger of all things small business. He is also the CEO and founder of When I Work, one of the most popular employee scheduling apps in the world.