How to Humanely Ask Someone to Leave Your Company

As a seasoned professional in human resources, I have witnessed many situations where companies need to part ways with their employees. While the act of firing or asking someone to resign is never easy, it is a necessary part of maintaining a healthy and productive workplace environment. Here are some guidelines and best practices for approaching this difficult task.

Understanding the Context and Different Roles

When speaking about asking someone to leave, it is important to differentiate between the roles you play in this scenario. As a boss, you may need to fire an employee or request their resignation, which should be framed as a last resort. As a co-worker, a more casual and imperative statement might be used, such as, ‘There is the door, don’t let it hit you in the ass on the way out.’ However, it is crucial to note that employees are not obliged to comply with these requests, and they often do not.

Professional and Compassionate Communication

When delivering the message of termination, it is important to be both professional and considerate. Begin by having all employees leave the area and meeting the individual privately. Starting with an empathetic statement is essential for setting a tone of understanding and respect. For example, you might say: “Dude, [Colleague’s Name], man, this really sucks because I have to let you go due to [reasons].”

Follow up with a focus on the reasons for the termination. Address the specific issues clearly and concisely. Example: “Unfortunately, your consistent late arrivals have affected the team’s productivity. After following our progressive discipline policy, we have reached the point where we need to take further action.”

After explaining the situation, provide a check and any necessary documentation or forms. Offer to provide a positive reference and ensure that the employee knows how to proceed regarding benefits and final pay.

Strategic and Consistent Performance Management

To prevent such situations, a structured and continuous performance management program is crucial. In my experience, we had a well-implemented performance review system with two types of evaluations: regular and special. The regular evaluations were designed to:

Bring along our star performers Address and correct under-performing employees without immediate dismissal

These evaluations took place annually. Special performance reviews were used urgently for disciplinary actions. Most of the performance issues were related to unexcused absences. We followed a systematic approach:

Verbal Warning: For the first offense, a verbal warning was given. This allowed for an opportunity to address any issues and provide support. Written Warning: If no improvement was seen after a verbal warning, a written warning was issued. This could be removed if no further offenses occurred within a six-month period. Three-Day Suspension: For the third offense, a three-day suspension was enforced. Termination: If all options were exhausted, termination was the final step.

Our consistent documentation and follow-up made it difficult for employees to contest our decisions. Most saw this process as fair and chose to resign or abandon their positions without needing to be fired. It was a win-win for both the company and the employee.

Building Strong Alliances

While we had a structured system, it was important to maintain a cooperative relationship with the union. We recognized that many union members were not problem employees, and we actively worked to support them. For example, we offered flexible shifts and staggered start times to help employees overcome personal challenges. This approach not only helped our employees but also improved team productivity.

Conclusion

As a boss or manager, the ability to handle difficult terminations with compassion and clarity is vital. By focusing on clear communication, structured performance management, and strong alliances, you can create a supportive and productive work environment. Remember, it is always more effective to retain employees when possible, as well as to treat all parties involved with respect and understanding.