Managers ëpoor at handling firingsí - 10/2001

The well-documented downturn in the media industry has generated a level of sackings and redundancies, not experienced since the early ë90s. Given the sustained period of growth, many managers have never had to fire people before and are making a hash of it, according to Hugh Joslin, MD of recruitment consultancy, Media Contacts.

ìIt is bad enough being sacked or made redundant, but the situation is made far worse by unprofessional, inexperienced and insensitive managers,î said Joslin, who has issued a series of tips for managers on how to ìde hireî people with integrity and professionalism.

ìSackings are understandable given the current economic climate. The prospect of downsizing and job cutting can be a daunting one, but thereís no excuse for poor management,î he said.

Ross Nicholson, head of the new media arm from Media Contacts (which has experienced the greatest fall out), stresses the importance of effective communications and management in such upsetting and PR conscious times. ìWhen a companyís future is clearly under threat with redundancies looming, it is vital that an open communication structure is established. Regular updates of changes and their implications, need to be communicated to every employee every step of the way via presentations or formal notice. After all itís the least they deserve. Failure to do this inevitably starts the wheel of the rumour mill turning, making things so much worse for ex- employees trying to come to terms with their jobloss and company image.

His plan recommends:

1. Be prepared
Before the exit interview prepare yourself well by making a check list of points to discuss with the employee. You must also thoroughly examine the content of their contract ensuring you are aware of legal situations that may arise. Be aware of the difference between redundancy and sacking. In the latter case ensure that the correct disciplinary procedures have been conducted. It is good business practice to give one verbal warning and two written warnings before terminating employment.

2. Handle the situation with sensitivity
Firing someone is potentially one the most damaging things you can do to another person. Being labelled a failure at your job can seriously damage self-esteem, confidence and general well being. Anyone with an ounce of compassion will find sacking someone a difficult task. It will probably be the hardest thing you will have to do as a manager. Remember to be sensitive and show respect.

3. Be professional
Remain calm and in control of the situation. You may well be faced with an employee who is visibly distressed or angry. Be prepared to deal with this. Show compassion, kindness and honesty. You should remember that employees have certain rights, particularly after two yearsí continuous employment.

4. Get to the point
There is no easy way to sack someone. Get straight to the point but explain the reasons for your action. Donít start by having a nice chat about the weather or the football. Start with something like ëYou canít have failed to notice the drop in sales and Iím afraid that Iíve got some bad newsÖí

6. You must talk about
Once you have explained the situation you must let them known exactly what right they have. Severance pay, assistance with job hunting, references, how long company perks will last and if they are convertible and if the employee is eligible for unemployment benefits. Also, arrange a collection of company property such as keys to the office or company car. On termination, employees are allowed a minimum of a weekís notice for every year of employment. Some companies allow employees to work their notice. Most pay money in lieu to prevent loss of commercially sensitive information or industrial sabotage. When staff work their notice it is a nice gesture to allow time off to attend interviews.

7. Timing
Though it may seem cynical, the best time to sack someone is on a Friday afternoon. Psychologists claim that people communicate better on a Friday. The language function of the brain is more active than on a Monday. Managers are therefore more likely to handle the situation with diplomacy and sympathy. It also causes less disruption to the office and effect on morale, if the news is broken to colleague at the end of the week, rather than on a Monday morning. Advise other staff of the situation and allay their fears that that may be next.

8. Avoid the bumís rush
Though it is an unpleasant task donít rush through it, just to get it over and done with. Once you have broken the bad news you must then give the employee some mental space, a minimum of 20 seconds. After they hear the words ëlet you goí it is likely they will automatically go into shock and can no longer take in anything you say. Do not expect any questions at this stage. Talk about finishing projects and making arrangements for keeping in touch with co-workers. When discussions are coming to an end donít stampede them through the door, outside will be many inquisitive faces. Give them time to collect their thoughts, calm down or put on a brave face.

9. How to end the meeting
Thank the person for their past efforts and ask them to see the companyí situation. Try to end the meeting on a positive note. Suggest that this is an opportunity to do something to which they are better suited to or will enjoy more. Suggest names of recruitment consultancies they should register with and of organisations that may be able to use their experience.