March 25, 2015 | Read Time: 2 minutes
Terminating an employee should always be a last resort, regardless of reason.
Before you make the decision, be sure you can answer the following five questions:
1. Have you exhausted all other options?
In the case of a resource shortfall, have you considered alternatives to termination such as job-sharing, reducing the number of hours, implementing furloughs, or making other reductions?
If the person is being let go because of behavior or performance, has he or she received counseling and coaching indicating what was not working, and were other behaviors suggested? Was the person given time to improve? Will more time make a difference in behavior?
2. Do the relevant stakeholders support the decision?
Do the people in the person’s chain of reporting support the decision? Do they understand the events that led to this point? Are they able to communicate appropriately and effectively to assist the rest of the organization in getting through the change? Are there others in your organization who need to know about, and support the action?
3. What are the risks to the organization?
Is the organization at greater risk in terminating the person’s employment or not doing so?
What are the effects on programs or services? Other staff? External stakeholders?
Are there resources to which the organization loses access by losing this person? Are there risks to organizational culture or productivity if the person remains on staff?
4. What will the effects be on the organization?
Will the departure affect the entire staff or one particular area? Will it be possible to redistribute the workload to another employee, or will you have to hire someone?
Understand the legal considerations associated with hiring after layoffs. You must ensure that a layoff isn’t used to unfairly discharge an employee.
Also think about the person’s place within the organization. Was this person an informal or formal leader to other staff? Will the departure relieve or disturb others?
5. Are there any employee considerations?
Has a supervisor promised the employee continued employment? In certain situations, that can create an oral contract that may compromise the “at-will” nature of the person’s employment.
Has the employee lodged an official complaint regarding perceived inappropriate or illegal activities? Such complaints are usually protected against adverse actions, such as termination, which can be seen as retaliation for their “whistleblowing.”
