Helping An Employee Exit

Although I personally believe managers either jump to this conclusion too quickly or they wait too long, there are times we have to help an employee exit an organization.  Before you make this decision however; you should read my blog post regarding the three reasons people don't do what you want.  Although some of that information will be repeated here it would be beneficial to read the entire blog post.  And although I thought the image would get your attention, this should NEVER happen via post it note, text message, or any other non-confrontational way.

So, let's say you have a problem employee and you've decided it's time to let them go.  If you were to call me as your HR resource, I would ask a few questions first.  To save you the phone call, I"ll just ask now.  

1.  What's the employee doing (or not) that warrants termination?

2.  How long has this problem been happening?

3.  How do you know it's a problem?  What facts (not rumors) do you have?

4.  What does your policy book (if you have one) say about this particular behavior and what disciplinary action will be taken (i.e. are you following your own policies)?

And the final question is the clincher, it's the big kahuna, the one that stumps most managers.

5.  Have you clearly articulated to the employee that this is a problem, what your expectations are relative to this behavior, and given them an opportunity to change?

The first four questions are fairly self-explanatory so I'll just briefly touch on an explanation.  If you don't have facts of some sort that means someone could be losing their job based on rumor and perceptions.  That's not really fair is it?  And there is a clear distinction between an issue that has been repetitvely occuring for the past six months and a one time offense.  Of course there are situations when a one time offense is enough to warrant termination (i.e. sex in the office, bringing a gun to work, theft) but there are clearly many times when you should have a very frank discussion with the individual and give them an opportunity to excel.  

Sometimes people have quit but they've forgotten to tell you.  

These are the people with little to no motivation, seemingly unhappy, and those that have had the benefit of frank conversations but choose to ignore it.  

More often than not however; people are blindsighted because leaders, quite frankly, don't have the courage to have the difficult conversation.  

Getting back to number 5.  I underlined a few words here and want to focus on those phrases.

Clearly Articulated - This means direct, honest, straight forward feedback.  "You are doing X, cut it out.  Example:

"Yelling at our customers is unacceptable (i.e. this is a problem).  It needs to stop now (i.e. my expectations).  I'm putting you on notice that if I witness or receive one more customer complaint, you will be terminated (i.e. consequences)."

"Work starts at 8 am.  You've been late 5 times in the past month.  It must stop now (i.e. this is a problem). Be here at 8 am.  If you have a situation preventing you from being here on time, call me before 8 a.m (i.e. my expectations). If you are late again, you will be suspended without pay for 3 days (i.e. consequences)."

Clearly articulated does NOT mean bury the comment in the middle of a bunch of fluff to make them feel good about getting talked to.  They should leave the conversation with absolutely no question regarding what needs to change.  Just to be sure you might end the conversation with "I want to make sure I"ve been clear.  What is your understanding about the problem, my expectations, and the consequences?"  

Clearly articulated does NOT mean have a staff meeting and tell everyone the new policy and hope the problem employee heard it.  It means a one-on-one conversation with the employee having the problem.  

Clearly articulated does NOT mean you handed them a policy book when they started employment three years ago and it clearly states they need to be on time.  Again, it means a one-on-one conversation with the employee having the problem, stating your expectations, and the consequences.


The reality is there are times people want to leave they just aren't ready to tell you.  If you have clearly articulated your expectations, listed the consequences, and given them an opportunity to change their behavior yet they still ignore you, it's time to help them out the door - professionally, courteously, and kindly.  And NOT with a post it note or text message!