The manager has several main objectives for the separation
meeting. The first two are to announce the
separation and to review the reasons for the release.
Ideally, the manager should need only several minutes to
accomplish these objectives. The third and most important
objective is for the manager to complete the meeting as promptly as
possible without being vague or short changing what needs to be
said.
The actual agenda for the meeting may vary from manager
to manager depending on individual style, but the meeting should
cover the following areas:
- A brief form of welcome that puts the employee at ease.
- The actual announcement of the separation.
- The manager must be sure that the reason for separation has
been clearly and simply formulated and communicated to the
employee, ensuring that he/she understands. It must be
consistent with the reason as it is understood by the company.
If there is not a consistent stand on this issue, it could be
problematic later if the dischargee hears conflicting stories.
- The manager should know the exact terms of the separation.
We recommend that this also be given in writing. It
should include all items such as severance information, extensions
on insurance, outplacement services, etc. In the latter
portion of the termination meeting, the manager may wish to go
through the letter with the dischargee. Discussion of
outplacement assistance provides a natural transition to help the
dischargee start looking to the future. A sample letter can be
found in the Appendix.
- The meeting should proceed from the separation announcement to
the "reason for leaving" and benefits, to the business of
collecting keys and cards and informing the dischargee when he/she
can clean out their office/work area. Ensure that the
employee knows that cleaning out his/her work space may occur
before or after regular working hours, and that he/she will be
accompanied by a manager or supervisor. In this way, the
danger of interruption or discomfort is lessened. Someone
should be present to assist the individual as well as to ensure
that the person does not (even unknowingly) leave with company
property. Again, it may be decided that another party handle
these details of the discharge.
- Allow time for the employee to react and raise questions, but
do not allow the employee to go on for an extended period.
Concern for the employee is natural, but it is important that
the manager not lose sight of the purpose of the meeting.
