After terminating someone, many managers clam up. They refuse to share information out of fear of legal or other consequences. Although discretion is important, shutting down communication can cause other employees to worry needlessly. They may speculate that you acted arbitrarily and may even conclude that their own jobs are in jeopardy. To strike the right balance between communication and discretion, a good rule to follow is to disclose the minimum amount of information necessary to avoid speculation.
Example #1: If you have terminated a supervisor for conducting an affair, there is no reason to divulge lurid details. Just issue a written statement along these lines: “The employee’s termination followed an investigation into conduct contrary to company policy and values. As a result, I unfortunately found it necessary to terminate employment.”
Example #2: If you have fired an employee for repeated performance problems, your goal should be to reassure employees that you have not gotten carried away with the at-will rule. Tell employees: “I worked hard with Joe to close the gap between what we needed and what was happening. I eventually had to conclude that the fit was just not right and that Joe needed to move on to a job where he can be more successful.”
Example #3: After a layoff or RIF, if you see signs that remaining employees are concerned they may be next, consider an announcement along the following lines: “We have just completed a difficult and painful process. Many good people who contributed to this company are no longer with us. We believe we have now made the necessary reductions to position us for long-term success. There are no guarantees that further reductions won’t become necessary, and I know you would want me to be honest with you on this point. Nevertheless, I do believe that with our workforce at its current level, and with your help, we can be successful and not have to go through this process again.”
Note: When you do share information, it’s a good idea to ask for employees’ cooperation in keeping matters confidential out of consideration for the feelings of the terminated employees.
– Adapted from Managing to Stay Out of Court, Jathan Janove, Berrett-Koehler Publishers, www.bkconnection.com.
[Photo credit: www.flickr.com/photos/megascope.]
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