Editor’s Note: We’ve had several readers ask recently about termination: when it is appropriate, how to plan for it, how to handle it with the utmost compassion, etc. As such, Veronica will be addressing the issue in a new three-part series. This is the first article in that series.

Termination: The act of dismissing one from employment. A topic that is rarely talked about, and when it is, it’s faintly whispered, behind closed doors in coded language like “we need to release Jane” or “reorganize John’s role”.

As economic realities continue to test the resilience of many organizations in our sector, the way work gets done is being redefined, often times compelling management to make some very tough decisions. And, while there are alternatives to termination (a topic for another article), the decision to terminate should not be taken lightly and as such, deserves its rightful place around the planning table.

In these instances, it is increasingly critical for HR to be the voice of reason – in essence the organizations conscience – to ensure every aspect of the termination process is clearly and critically planned for.

As initial steps and before you take action, consider the “who”, “why” and “when” of the termination event.

Who you terminate

Sounds simple enough, but surprisingly, I have discovered that in more cases than not, the “releasing” manager is minimally familiar with the employee they managed – and in many instances, managed over a substantive period of time. Consider:

• How the event is likely to impact the employee – how might he/she react to the news? You may need to consider on-site support in the form of a transition coach to provide immediate and follow-up support.
• How the employee typically travels to work – will he/she be in a position to get home, safely? If not, this may mean making arrangements for a taxi.
• If the employee has a family/social network – will he/she have access to personal support following the event? If a transition coach is not provided, the employee may wish to confide in a family member/friend and/or a close colleague to feel a sense of belonging, as the event typically results in feelings of alienation.

Why you terminate

Be clear and consistent around your decision to terminate. Ensure the reason you cite verbally aligns with what you have prepared in writing, so that if the organization is making changes as a result of a new strategic direction, your verbal message and your written message are singing from the same song sheet. If you believe your reason to terminate is cause related, you would be well advised to seek legal counsel to ensure you are appropriately positioned to terminate on cause-elated grounds. And of course, your lawyer will prudently guide you with the right language to use.

When you terminate

Time of year, day of week and hour of day have the potential to impact the employee’s ability to successfully recover from the termination experience. Consider time of year as it relates to the employee; avoid significant milestone dates like the employee’s birthday, their employment anniversary date and the Christmas season. Consider the day of week; it is commonly more agreeable to terminate on a Tuesday, Wednesday or Thursday. Lastly, consider the hour of day when the incidence of peer interaction will be lowest immediately following the event. The lunch hour for instance, gives the employee reasonable opportunity to exit the organization unnoticed.

Now, it’s important to note that “the plan” is not always foolproof; these circumstances sometimes bring out the best and the worst of human behavior. Nonetheless, I’m reminded of an old saying – if you fail to plan, you plan to fail!

The next part of this series will take a look at ways in which to prepare for the termination event.

Have you planned for a termination lately? What did you learn from the experience?

To submit a question for a future column please leave a comment below or contact editor@charityvillage.com. No identifying information will appear in this column. For paid professional advice about an urgent or complex situation, contact Veronica directly.

V. Utton & Associates offers boutique-style human resource management services to small and mid-sized organizations with particular expertise in the non-profit sector. For a fresh “VU” on people practices contact us at info@vuttonassociates.ca.

Disclaimer: Advice and recommendations are based on limited information provided and should be used as a guideline only. Neither the author nor CharityVillage.com make any warranty, express or implied, or assume any legal liability for accuracy, completeness, or usefulness of any information provided in whole or in part within this article.

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