I love the English language and its sometimes-treacherous nuances. There are about a dozen ways to say any one action. For example, you can dismiss, lay off, fire, terminate or discharge someone. Not only are there many ways to say it, but also many ways to do it, which is the issue.
While recognizing an employee’s good and loyal service with a farewell party, good wishes and a gift is not common, it should be, except when the termination is justified. The question is therefore: do you know how to dismiss someone properly, and what about your managers?
Sadly, the answer is negative. Most of the time, managers, crushed with the weighty task ahead of them, call you for help. With the support of transition consultants, they are discharged (freed) of guilt, since all that remains is a few minutes in the office to inform employees and introduce them to their career reassignment or transition professional. I have a lot of respect for these consultants who are left to pick up the pieces of broken careers and shattered ambitions. Luckily, human beings have a marvellous ability to cope, which allows them to bounce back with time—sometimes more, sometimes less. It is no longer unusual these days to meet people who have been terminated more than once. In fact, they have usually seen it coming, and prepared ahead of time by clearing their office of personal effects a few days before, should they not have the opportunity to do so later. All or almost all of them will say that they understand the decision; while they are not happy with it, they respect the organization’s choice. What bothers them the most is the method or way it is done. In theory, their performance assessments were okay—not exceptional, but acceptable—it’s right there in black and white, along with their relationships with superiors and colleagues. So what was the fly in the ointment then? They didn’t fit in with their corporate cultures, because they didn’t share their company’s fundamental values. Yes, they believed in RESPECT, COMMUNICATION, PASSION, etc., but they didn’t have the same vision in the day-to-day things. While the definition is clear, its application is not, and managers don’t know how to address this. Then one day, they’ve had it and decide to get rid of the employee who is not fitting in. With or without a financial package and post-layoff support, employees are often left disappointed and bitter. Between you and me, this will hinder managers when the time comes to hire someone new, because their reputation is likely to precede them.
Telling someone that they’re being terminated can be prepared in advance, but it requires courage, lots of it. Regardless of the level of the person doing it, they should stand behind their decision. They shouldn’t try to blame it on the economic crisis (unless this is true), a head office decision or obscure top-level instructions. No, the decision is theirs alone, and they should be able to clearly explain the underlying reasons. Doing so requires empathy and listening skills, as well as the ability to transform the encounter into an opportunity for employees to take stock, to help them in their future development. Employees often have an inkling that something is wrong; they know that they’re not giving 100%, that they’re not real team players, and that they have slowly gotten themselves into this situation. But as no one has ever pointed it out to them, they end up forgetting these things and feeling victimized when they’re terminated. If their manager had taken the time to inform them, and put the consequences into perspective, the relationship and outcome might have been salvaged. But just initiating a discussion about small day-to-day irritants also takes guts.
The consequences of lacking courage are more pernicious in the long term, however, because the team will remember, and it will be all that much more difficult for managers to exert their rightful authority.
Nathalie Francisci, Adma, CRHA
Executive Vice-president
at Mandrake Groupe Conseil