Given economic challenges in recent years, it is surprising that books, articles, and the blogosphere have not focused more on the art of dismissing, sacking or firing people.

Call it what you’d like, “letting them go,” “dismissing”, “separating,” etc., are all euphemisms for sacking or firing someone. Dismissing people is expensive. Do not forget the costs associated with employee turnover.  For this business tip, I wish to focus exclusively on the case of performance-justified dismissal, not economically driven downsizing.

There is a right way and a wrong way to dismiss someone due to significant performance problems.  A person has been removed from their job and/or the organisation correctly when all of the following are true:

• Less severe measures were genuinely considered as first options.

• The person was not surprised. The outcome was predictable given the feedback over their work performance provided over time.

• The formal performance paper trail clearly supports the outcome.

• Multiple documented opportunities were provided to improve by using very specific feedback, goal setting, and clear expectations.

• The interpersonal treatment surrounding the entire process was factual and positive, and

• Following the event, the person’s removal was explained to relevant others at work factually and positively to ensure the event was understood and does not become fodder for negative rumours.

Believe it or not, sacking or firing someone might be the best thing for them. Assuming the decision was a high quality decision (it adhered, at a minimum, to the standards above), you not only did what was best for your business, but you may have helped the person in question by giving them a much needed “wake-up” call.

It is important to note that dismissing someone does not mean you lack compassion.  It means that you are working hard to maximise the value created by the business you lead instead of simply maximising the development of every individual.  You must find ways to develop your staff, but it is wholly unreasonable to expend large sums of limited budgets on the lowest performing employees.

For the actual conversation in which you will inform someone they are being dismissed, be diligent and ensure that you:

• Plan well. Know exactly how the meeting will take place. Your goal is to have a very concrete agenda of items and to remain in complete control.

• Be private. The actual meeting should take place in absolute privacy to ensure a minimum of unease for all parties concerned.

• Be brief. Say the minimum, state the facts clearly, but do not discuss irrelevant material and do not be redundant.

• Don’t negotiate. This is not a dialogue. There is no chance anything they say will change the outcome. Thus, do not let them think otherwise.

• Don’t do it alone. For future protection (and possible support and assistance) have the proper human resources, managerial, or legal employee present. No more than one is needed and they should not be the person’s direct co-worker.

• Check your emotions. Stick to the facts and the outcome, not how you or they feel about the facts and the outcome. Begin calm and remain calm no matter what emotions others might show.

• Explain the process and benefits. This includes when to leave the premises, what to return before leaving, severance and final wage or salary payout, etc.

• Allow feedback. After you are finished, it is proper to offer the person an opportunity to provide feedback. Manage the situation and keep it brief, but allow them to share any feedback they wish to share.

• Close positively. Thank the person for their time and for the effort they have expended on behalf of the business or organisation. Tell them you wish them well. In general, show respect.

There are other fine points, whether to offer them a financial incentive to do so (e.g., extended severance), etc. However, these are the basics and the better you complete them, the less likely you will be sued for discrimination or wrongful termination.

Finally, to reduce the chance you must dismiss someone again, you must attempt to determine how this all happened. Was the recruitment process flawed?  A bad job description?  Poor training? There could be many answers and unless you find them you will spend more time dismissing people than necessary.  Following every difficult performance discussion or dismissal, have the team discuss the root cause, or risk experiencing the same thing again.

Source: Todd Dewett: The Little Black Book of Leadership