The Psychology of Employment Termination
There will come a time when you need to remove a team member for unacceptable performance or behaviour; this is a difficult, unpleasant thing to do, but it is something you need to be prepared for.
When you do need to remove a team member, it is sometimes easier than you may think because the person concerned often recognises that they are not keeping up with or performing like their colleagues. (They may be having trouble adapting to a changing environment.) It is often actually a relief for some people when they are removed from their current situation as it relieves anxiety and stress. But it is not always a relief; in fact, it can be a shock.
Approach - Do you want to become a professional?
This is a valuable technique for managing people out by telling them that you expect them to act professionally and then asking them if they want to be a professional and describing what that looks like so they can make an informed decision. If they say ‘Yes’, you can give them a second chance, document the discussion, and copy them and Human Resources. If it still isn’t working out, you may need to provide them with one final opportunity; otherwise, you have what you need to terminate their employment. Being a professional means subscribing to a set of Professional Standards, for example.
Having a professional attitude. Being upwardly supportive. Not participating in secret or negative conversations. Arriving at work on time and staying until the day’s work is complete. Being organised, polite, engaged and putting in extra time when required.
Demonstrating professional maturity. Producing quality work. Acknowledging mistakes without shifting blame. Owning up to issues and presenting solutions. Being predictive about problems, acting before they occur to avoid them.
Managing time and workspace. Maintaining a diary for appointments and deadlines, regularly checking to stay on schedule with meetings and tasks. Using smart email management techniques. Organising a workspace so that it’s clean and files are organised.
Practising leadership skills. Making presentations, being a business liaison contact, and joining a professional society. Being up to date with industry changes by attending seminars and reading professional publications.
Communicating professionally. Being aware of body language, eye contact and a handshake. Speaking clearly and practising active listening.
You can decide on your definition of Professional Standards and use that to manage your team and to manage someone out. This gives you specific criteria against which you can assess the team member and explain your reasoning for letting them go.
The people you don’t want
These team members are not comfortable with the concept of being a professional. They are usually the cowboys who ignore instructions and things like process and do as they please. Then there are terrorists; they actively look for situations they can make worse for the pure pleasure of it. As a word of caution, you need to ask yourself, “Do some people behave in a certain way because of the current workplace culture?” If you suspect this might be the case, you need to assume that they can change in line with a changing culture. Only you can judge. Then there are team members who are just plain lazy and disinterested no matter what the culture. Don’t waste your time with these people; manage them out as fast as you can.
Unprofessional
Some people are not interested in becoming a professional; they choose not to change their behaviours. There is no room for this attitude in your team. Team members need to decide upfront if they are interested in being developed into professionals. Personal biases and prejudices, for example, cannot be part of a professional persona, nor is their room for personal issues.
Job perks
These people are more interested in the job’s perks than they are in the job. They believe they are highly valuable; they are the ones who come to you demanding or strongly suggesting at least that it’s in everyone’s best interest to expand their remuneration package. They want to receive more flexible working hours, paid overtime, a personal use Uber account, want company paid life insurance, and the list goes on. What is good about these people is they declare their real agenda to you when they do this, which makes them easily identified as people you don’t want. The best team members are in it for the job, work, and experience, not just perks.
"If you have people in your team who, despite coaching and conversations, still cannot see the positives in their role (no matter how much potential they show or how long they've been in your organization), remove them. It's time to move on. Similarly, employees should avoid negative colleagues." Andrew May. Performance Coach.
Hostage takers
These are team members who, due to their many years of service, are the only team members left with specific business knowledge making them a highly valuable resource, and they know it. Steps need to be taken in these situations to document what they know (which can be extremely difficult) and to train others. Often team members of this type believe that they are indispensable and, therefore, can do as they please. They ignore management directions, carry out unauthorised work, are often lazy and even go as far as to turn up for work when it suits them.
Discuss with these team members what your expectations are and what specific behaviour of theirs is unprofessional and that there is no room for them in your team. Then document the discussion and copy them and Human Resources as part of a potential ‘Performance Management plan’ to manage them out. Be warned that often, these team members call your bluff, believing you won’t do it.
Termination Actions
No matter how sound the reasoning, terminating a team member’s employment is an unpleasant experience; try following these points.
Write out in bullet point form the professionalism points the team member is not meeting, that is, the reasons for letting them go.
Write a bullet point script that you will follow as your discussion points. This makes the conversation easier to execute, keeps you on point and not distracted from the duty you need to perform.
Sample script
We are meeting today to discuss your ongoing unacceptable performance.
I am not happy with your performance as it is not meeting the professional standards, I have outlined to you.
Specifically, these are the professional standards you are not meeting.
This is a first (or final) warning that you need to meet these standards or your employment will be terminated.
This discussion today will be documented, and a copy will be sent to you and Human Resources.
We will meet again in two weeks to discuss the situation then or; I am terminating your employment as of now and require you to collect your personal belongings and leave the premises. A final salary payment will be paid to you within x days.
· Do not answer any questions if you have terminated their employment.
· Do discuss questions only if you are giving a warning.
· Stick to your bullet point script, remembering that it is not a negotiation.
· Do not accept interruptions or questions; if this happens, simply stick to your script.
· Be firm, remember this is an unpleasant experience so do not try to make it a pleasant one, that is a big mistake.
Always have a Human Resource or another third-party present to witness the discussion; they do not participate in the discussion; they only listen.