Singapore - If a line manager has never fired anyone before, things could get nasty during the termination meeting. This may lead to litigation against the company and loss of employee morale.
As line managers could be terminating their long-time friends or co-workers, it can be demoralising for both parties and may result in further losses for the company. While training can be provided, DBM Asia Pacific's head of transition coaching practice Dr Sattar Bawany says line managers would still have to prepare themselves emotionally. "Because not all managers can do this, they have to anticipate any reaction and react accordingly."
Prior to the employment termination meeting, HR can help prepare the severance pay, entitled benefits and the rationale of the termination clearly in the notification letter. The meeting should also be set on a Tuesday, Wednesday or Thursday and never on days preceding a public holiday. "Because if there is a need for emotional support, outplacement consultants or employee assistance programme are there to provide it,"Bawany says.
Once the meeting commences, the notifying manager must get to the point, explain the rationale, severance package and specify the last day of employment. Managers should never start off with "good morning", "how are you feeling" or even an apology. Small talk, humour and promises of future job prospects are also a no-no. Bawany says, "It is not a personal decision. It is a decision by the company and you should not defend, justify, argue the problem."
The meeting should take no longer than 15 minutes, otherwise Bawany says "it would drag on" unnecessarily. The line manager also has to deliver the termination message to the employee within the first 30 to 60 seconds.
After the message has sunk in, repeat if necessary and most importantly, listen to what the employee has to say and be ready to answer his or her questions. Bawany says, "Wait and pause for the respond. In other words, let them think through the message."
If the meeting turns unpleasant and the employee becomes emotional or angry, the manager must remain calm at all times. HR should call the outplacement consultants in to manage the situation or seek the security's help. Bawany says, "I have seen people throwing things. The company needs to call the security to be on standby if the person becomes violent."
The immediate superior should, however, have an idea of the employee's personality so prior anticipation and preparation should be made.
At the end of the meeting, escort the employee to the outplacement room so professionals would be able to provide the retrenched employee emotional support if needed. A separate meeting may be scheduled with HR for further clarification of details. The affected employee should also be allowed to go home "if they so desire", Bawany adds.
