I was once fired from a job because, my manager said, I did not “write well enough.” Given that this was two months before my first book was about to be published (though my manager didn’t know that fact), you can imagine my surprise, but that made it no less difficult. I had a wife and new child at home. What was I going to do? For me, getting fired was one of those “blessing in disguise” moments; it forced me to start my first real business. (And, yes, I must admit that I sent that manager an autographed copy of my book when it came out.)
But let’s be frank: Almost always, firing an employee is a tough situation for everyone involved. Of course it’s a life altering moment for the employee on many fronts – financially, ego-wise, with regard to future employment, just to name a few. But firing is difficult for everyone else involved too – for the manager tasked with sharing the bad news, for the morale of the office (usually), and for other employees who worry about their own jobs. Firing an employee can also be seen as a sign of failure on the part of the company; if the person had been vetted properly during the hiring process, firing may have been unnecessary. Firing isn’t easy on anybody.
The final thing to note up front about firing someone is that it should be the last action in a fairly formal and very transparent process, the process being:
- Identify the problem
- Explain what performance / actions / benchmarks are expected instead
- Provide training, coaching, and resources
- Have follow-up performance reviews
All of these actions must be documented for two reasons:
First, documentation puts everyone on the same page: what is wrong and what needs to be righted can be seen in black and white.
Second, documentation is critical to the legal aspect of a potential firing – both proving that you were even-handed and fair throughout the process as well as creating a paper trail to prove your case, should you ever need it.
If, after documenting the transgressions and the requested course correction, you still do not see the desired results, then it is time to terminate the employee.
You need to call a meeting and explain to the employee that he or she is being let go, and why. But, that said, if you have done your job right (above) the firing should come as no surprise.
One thing to note is that in most states, employees are considered “at will.” This means that they work at the will of their employer and can be fired for (almost) any reason, or no reason. I say “almost” any because you cannot fire someone for a discriminatory reason, that is, because of their race, gender, religion, and so on. You also cannot fire someone out of retaliation, for example, if they legally were required to attend jury duty and missed work.
The fired employee will need some practical logistical information that you need to have answers to:
- When is their official end date?
- When will they receive their last paycheck?
- What will happen with their benefits?
- Is there a severance package?
It is good practice to have a witness with you when firing the employee. The witness can testify that you followed proper procedure during the termination process, that you shared necessary information, and that you did not fire out of retaliation or discrimination. (And if you think a lot of this advice is to protect you legally should the employee later sue for wrongful termination, you are right.)
Final tip: Do not argue. Sure, you can and should explain your decision, but to the extent possible, make it short and simple, and reinforce what your documentation process identified. Afterwards, gather your team, talk about the firing, and what it means for them. Be aware that their emotions may also be running high and reassure them to the extent possible.
If you have followed this process and the ex-employee understands why you took the actions you did, it is highly unlikely that you will receive any backlash or legal challenge to the firing (and only in very rare cases will you receive a book from your ex-employee.)
About Steve Strauss
Steven D. Strauss is one of the world's leading experts on small business and is a lawyer, writer, and speaker. The senior small business columnist for USA Today, his Ask an Expert column is one of the most highly-syndicated business columns in the country. He is the best-selling author of 17 books, including his latest,The Small Business Bible, now out in a completely updated third edition. You can listen to his weekly podcast, Small Business Success, visit his new website TheSelfEmployed, and follow him on Twitter. © Steven D. Strauss.
Bank of America, N.A. engages with Steve Strauss to provide informational materials for your discussion or review purposes only. Steve Strauss is a registered trademark, used pursuant to license. The third parties within articles are used under license from Steve Strauss. Consult your financial, legal and accounting advisors, as neither Bank of America, its affiliates, nor their employees provide legal, accounting and tax advice.
Bank of America, N.A. Member FDIC.
©2015 Bank of America Corporation