Best Practices for Maintaining Dignity and Minimizing Negative Impact During Times of Transition

In the past year, a concerning trend has emerged: individuals recording their own terminations, often revealing drastic and unprofessional methods. This increase in documentation underscores how unsettling and poorly managed these separations can be. Many employees, faced with sudden and harsh terminations, are left dwelling on the past and struggling to move forward, magnifying their feelings of anger and frustration. This trend highlights the urgent need for more respectful and considerate termination practices.

One common denominator among these situations centers on how the individual was treated at their separation meeting. A short list has been compiled of especially grievous actions that significantly contribute to negative feelings toward previous employers.

What NOT to Do

Notify individuals late on Friday afternoon.

While it might seem considerate to notify employees at the end of the week to save them some embarrassment, this timing is actually detrimental. Terminating someone on Friday afternoon gives the impression that the employer was just wringing the last drop of labor out of them, making them feel abused. Additionally, most business contacts they will need for assistance and future networking are off for the weekend, leaving them with 60 hours of idle time to stew in their anger without a productive outlet.

Have armed guards escort individuals out of the building without an opportunity to gather their personal belongings.

Whether it’s armed guards or a manager, being escorted out feels demeaning and humiliating. It sends a clear message of distrust, making individuals feel as though they have done something wrong and need to be punished. Not allowing them to collect their personal things further compounds their sense of powerlessness and lack of control. They miss the chance to say goodbye to coworkers, people they may have worked with for years, which is crucial for closure for both departing and remaining employees.

Surprise people.

If a reduction-in-force is due to economic conditions, employees should be aware of the financial state and understand what other cost-cutting measures have been attempted before reducing headcount. While being impacted might be a surprise, the necessity for a reduction-in-force should not be. If the termination is due to ongoing performance issues, the employee should be aware of the problem and given a chance to correct it before termination is considered.

There are valid reasons for some of the above actions, such as Friday afternoon notifications or surprising people. Terminations should occur as soon as practical after the decision is made to avoid leaks that could cause more problems. If there is a concern about the individual’s reaction, it may be necessary to escort them off the premises immediately to ensure the safety of personnel and property.

A Few GOOD Ideas

Avoid terminations on Fridays.

While there may be times when it is unavoidable, such as global same-day notifications, aim to conduct terminations early in the day and preferably early in the week.

Terminate with dignity.

Most often, armed (or otherwise) guards are unnecessary and add humiliation to an already difficult situation.

Avoid surprises.

Good communication is key to employee engagement. Keep employees informed about the company’s financial state. Performance-based terminations should follow a Performance Improvement Plan (PIP), involving regular meetings between the employee and their manager. The employee should understand each step of the PIP process and know how to achieve improvement. Termination meetings for performance issues should not come as a surprise.

Be consistent.

Having a policy and plan outlining the steps and separation benefits for severed employees helps alleviate fears. It also encourages consistency and clarity. Communicating your separation policy and plans to all employees demonstrates that the organization values its people.

Provide outplacement services.

Offering outplacement support can make a significant difference in how terminated employees perceive their situation and their former employer. Outplacement services provide practical assistance, such as resume building, interview preparation, and job search strategies, helping individuals transition to new employment more quickly. By investing in outplacement, companies show that they care about their employees’ future, even after they leave the organization.

Seek guidance from outplacement professionals prior to termination.

Consulting with outplacement professionals before making termination decisions can ensure that the process is handled with sensitivity and care. These experts can provide valuable advice on how to communicate the decision, manage the termination meeting, and support the departing employee. Involving outplacement professionals early in the process can help minimize negative emotions and foster a more positive transition for all parties involved.

By planning ahead, involving your outplacement partner, and preparing for termination events as far in advance as possible, the actual events can be implemented more smoothly. This approach helps individuals leave with their dignity intact and enables them to move forward more quickly and with greater enthusiasm.

Remember, departing employees could be your organization’s future employees or customers. How they are treated during their departure significantly impacts how they perceive and talk about your organization.