There are many factors to consider in planning a separation
meeting. The manager must realize that the meeting may
represent the last time that he/she will be speaking with that
employee. The meeting should be well thought out ahead of
time so that all necessary business can take place during the
interview. "After thoughts" are to be avoided if possible.
The factors listed below should be carefully considered prior
to the separation meeting.
Setting the place and time of the meeting - Although
the day the separation actually occurs is set by the company, the
manager should be in control of the time and place where the
separation meeting will occur. The time of the day is
critical, especially when multiple separations are going to
occur. The separation meetings should not have to be repeated
or rescheduled.
The best time is at the very beginning of the scheduled work
time. The managers' office offers a good setting and provides
an environment where the manager maintains a sense of control.
This sense of control can be jeopardized if the meeting takes
place in the employees' work area.
The important factor is to minimize rumors and pre-meeting
speculation. Conducting the meeting in the employees' work
area can result in a situation that is undignified and/or
embarrassing to both manager and employee.
The meeting is mandatory - The meeting(s) should not be
announced too far in advance. The best policy is to not
publicize the meeting until just before it is to occur. The
employee must know that the scheduled meeting is a "can't miss
one". If the individual senses bad news, he/she may take
evasive measures such as exercising vacation privileges, calling in
sick, or leaving early. Such tactics only serve to delay the
inevitable.
Keep it short - Straightforward, "brass tacks" delivery
of information is crucial. The information which must be
conveyed is simple and should be stated clearly and concisely.
The terminating manager should not dwell on any issue.
Although it may seem considerate to "talk it over" with the
dischargee, at this point it only prolongs a difficult situation.
The employee should know that the decision is
irrevocable.
The proper tone - The manager should be business-like
and to the point throughout the meeting. The manager should
show no emotion. A show of emotion can decrease the manager's
effectiveness, and the employee could perceive that the decision
may be reversible.
The use of a "second" - The manager should have a
"neutral" person from the company available at the time of the
separation meeting, to discuss outplacement services, and other
provided services. This should occur immediately after the
separation meeting and in a different office.
A second manager or human resources representative should be
present during the termination meeting, providing the terminating
manager with a sense of support, as well as being a valuable
witness. If there is any debate about what was said in the
meeting, the second can offer a first-hand account. This is
especially important if there is potential for litigation.
The second can also be used to help the dischargee remove
personal items from the office and act as an intermediary in the
return of items owned by the company.
Introduction of Outplacement Services - This final step
will involve:
- Referring the employee to WORKFORCE CENTRAL FLORIDA; and
- Encouraging the employee to utilize the services offered.
In reality, for many laid off workers this is an opportunity
to plan for the future with the assistance of trained vocational
specialists and take advantage of the many benefits offered.
