Editor’s note: This article was first published in August 2012, in the middle of the Spanish economic crisis; its references to staff cuts forced by the current crisis and the never-ending crisis reflect that moment.
This morning I was talking to a colleague in Human Resources who, over the last few weeks, has found herself having to dismiss co-workers. Some of those employees had been selected and hired by her before this never-ending crisis.
Her reflection was: “What an ordeal it is to sit down with a colleague and tell them they can’t stay with the company.” These are sensitive, delicate moments, and mistakes are made in them too that we can avoid. From my experience in this line of work, rewarding when you hire and hard when you fire, these are the five most serious mistakes people make when handing a colleague their dismissal letter.
5 common mistakes
1. The decision is driven by a reason. There is therefore an ethical obligation to make the reasons for the dismissal very clear. Staff cuts forced by the current crisis are a common motive, of course, but when the reasons are different, the employee deserves a detailed account of their mistakes and of the measures the company considered before taking such a hard decision.
2. When we look for someone to blame, we all try to dodge responsibility. In a dismissal, we should not shift the reason for it to avoid taking responsibility. If the decision was based on the employee’s professional skills, attitude or fit for the role, reason it through and explain it. Since we are going to be the bad guys anyway, at least let the employee reflect on and weigh the reasons behind the decision. Time will bring them round and clear us of blame.
3. Ignoring a medical report is a mistake that can prove very costly, because the employee could have a heart condition, anxiety or some other disorder that calls for a different way of delivering the news. So if you have their medical reports, read them before going ahead with a dismissal.
4. An employee’s time at the company has had positive and negative sides. We shouldn’t talk only about the negatives. Let’s also acknowledge the positives, to the point of telling them that this was a very difficult decision to make, but there was no other option.
5. Let’s handle the conversation on a personal level, avoiding jargon and clichés. Let’s put ourselves in the dismissed employee’s shoes and let them voice their worries, insecurities or doubts about their new situation. Above all, these are people with feelings facing a difficult situation.
