February 27, 2015 | Read Time: 3 minutes
The movies are littered with dramatic scenes in which an angry boss, fed up with a problem employee, loses his or her cool and yells, “You’re fired!”
Real life is a different story.
In most cases, nonprofit leaders who decide to terminate an employee do so after following a series of deliberate steps — or because finances, changes in mission or restructuring prompt them to make tough choices.
It’s widely acknowledged that terminating an employee is one of the hardest, most stressful actions in leading and managing.
The termination conversation can be tricky to navigate and deliver. Add to that the decision process leading up to the termination and handling the effects of the decision and departure, and the entire process can seem overwhelming – even too daunting to tackle.
But the decision to fire an employee is often one of the most important moves you can make for your organization.
When you make the decision to do it, you have the opportunity to exemplify some of the greatest strengths of leadership: showing compassion, strengthening relationships, and navigating change.
Done well and with forethought, the process can enhance your organization and its culture — and position the departing staff member well for future success.
If you are a nonprofit leader who is considering a staffing change, it likely is happening for one of the following reasons, and the reason will shape your approach to making and communicating your decision.
The following is a guide to help you determine your approach:
If your decision is based on an employee’s performance or behavior: Employees who lose their jobs because of poor performance or behavior should not be taken by surprise. Their managers should use your organization’s performance management system and have regular, ongoing discussions with the affected employee about:
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His or her behavior or performance.
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What behavior or outcomes are expected.
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How the person will be supported in achieving those outcomes.
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The time frame in which to achieve them.
The conversations and actions should be noted and the record kept by the organization’s human resources leader (if such a position exists) and/or the employee’s supervisor.
Throughout the process, it should be clear that termination is a possible consequence of failing to meet expectations. In such cases, nothing should be shared with other employees in order to protect the dignity and privacy of the staff member.
If your decision is based on resource issues: Terminations due to budget issues – shortfalls or redistribution, for example – can be an opportunity for a more open communication approach, sharing information about organizational direction and implications of the changes. You may even choose to give employees who might be affected early notification, allowing them to plan and be involved in the process.
If your decision is based on program or service changes: Changes to an organization’s programs, services or the overall mission, while unsettling, can also be an opportunity for straightforward communication about the changes, their effects, how they will support work and culture, and how they will be implemented. In this case, too, consider giving as much advance notice to at-risk workers to allow them participation and planning opportunities.
If your decision is based on reorganization: Restructuring or reorganization should be planned in advance and all actions should be taken at one time to remove uncertainty and to give your organization time to begin adapting to the changes. Handle any related terminations at the same time as all other actions. As soon as possible, make sure that the staff knows no other drastic changes will happen so that they can return their focus to work and mission, rather than wonder what’s next.
If your decision is based on cause: Termination for “cause” – behavior in direct and serious violation of ethics codes or regulations – must be handled swiftly with an eye toward minimizing damage and access to any confidential or sensitive information. The plan and related communications should be based on getting through the action quickly (but still with dignity and compassion) and safeguarding the organization.
