MANAGING A TERMINATION

It is usually a manager's most dreaded task - termination.  But when an employee's performance doesn't improve after months of counseling, coaching, and documenting, you've got to face it.

Firing for substandard performance means one of two things : either the employee can't do the job even after substantial training, or he/she can't get along with others even after considerable counseling.

If you've been doing your job, you've spoken to him/her informally and formally, and you two have agreed on improvement plans that the employee hasn't carried out. Throughout the disciplinary process, you've kept written records of conversations, agreements, and your observations. In short, you've seen no positive change. At this point, termination will not only be a shock to the employee, it may almost be a relief.

Don't just do it unmercifully. even when he or she knows what's coming, rejection and humiliation still hurt.

Use this handout as your guide to handling a difficult situation. These tips will not only make all parties more comfortable with a termination, but may well keep you out of court, too!

The Goal? Win-Win

Although a termination hardly seems like a"win", it is when you do it professionally. Understandably, it's a win for you, your other employees ( who've probably had to work harder to make up for their co-worker's poor performance), and your organisation.

When you handle the discharge with dignity and grace, you truly do give the employee an important opportunity to seek a more suitable position.

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