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HOW TO MANAGE YOUR EMPLOYEE’S DEPARTURE… WITHOUT TOO MUCH STRESS
- Posted by: Bianca Braga
- Category: HR
Are you in an employer position? Do you have employees and your company is relatively small? Then you are definitely concerned with finding the best person for the job, so you are at the forefront of the recruitment process.
Attracting talent to your company is an art that is practiced. I’m sure you’re trying to train as best you can…
But along the way you realize that you focused too much on the entrance, and you found yourself alone, full of questions and blockages when the employee left / fired.
Very recently, in the company I work for, we had to say goodbye to a colleague who no longer suited the position, he had become inefficient and was absent for a week a month (with only 3 months of contract).
Things were not arranged as he wanted and as we wanted, the goals were not achieved and the person was no longer motivated.
Both the employer and the employee thought about terminating the employment contract. It was probably easier to break the contract because it was a mutual decision.
But what do you do when your employee does not want to leave, knows that he has not achieved his goals, conflicts with others, does not like remarks or is simply in bad faith?
You think about terminating the contract by the simplest and fastest method… yes, simple when he is on probation or fast when he already wants to leave .. but when disciplinary issues are present everything becomes more difficult, with financial and legal implications social.
Despite several attempts, you have not found a solution so that the working relationship with your employee can continue.
In fact, you have no choice but to break up with him. Breaking an employment contract can become an important source of stress for both you and your employee, especially when the decision does not come from the latter.
And in most cases things end badly or very badly (insults, reproaches, resentments, unfair competition, disrespected clauses, even lawsuits)
It is also a test as an employer or manager because no one prepares you to face this type of situation, especially in small teams.
Useful questions when an employee has to leave
How will he receive the news? Will the atmosphere within the team be affected?
And I can tell you the spirits start to shake very quickly, many things are in the air, and sometimes latent or older animosities come to the surface in the team.
Then, you have to think about the impression left on the former employee, on your employer brand, how can you maintain a good relationship with your employee in such moments of separation?
If the employees who work with you are ambassadors of your company’s culture, they will remain so after their departure, provided that it is done in good conditions.
What is the best way to get out of this situation, with less money, less social implications? (it is better to negotiate the departure, not to wake up with the demand for overtime, unpaid leave, or unpaid per diems, etc.)
What do I do after he leaves? how long do I keep the job to hire someone else? would it be better to delegate his tasks to another person? Will the replacement have all the information necessary to be operational in the shortest time (processes, procedures, planning, etc.)?
All these questions are legitimate. Every manager should put them in the shortest and most efficient way.
9 Tips to easily break the employment contract
To help you get through this difficult time and avoid other more serious consequences, here are some tips that can help you maintain the relationship with your employee as much as possible. If this is desired, everything for a positive social imprint of your company.
- Control your emotions
Not only the fired person experiences a wave of emotions in such cases. Remorse, anger, sadness,… and you can also be in the grip of feelings that are sometimes not easy to manage. Before calling the employee, you as a manager can make your own time to give up emotions and take stock: are there other solutions than dismissal?
If not, then act, without guilt and without getting emotional. For this, the leader in you has to put things in perspective, to make things less dramatic. If the dismissal traces the lack of skills or the fault of an employee, you must be careful to adopt a neutral tone, without leaving room for your anger. Dismissal is not the reason for adjusting scores.
- Procedures are there to protect you
Following legal procedures will initially help protect you from any legal attack by your employee.
In order to keep your reputation and that of your business intact, you will need to be well informed about the formalities to follow. Indeed, depending on the type of contract you have signed with your employee, the procedures and formalities differ from each other.
If you want to start somewhere, now, before it’s too late, you can find some templates HERE.
- Master your communication
The person finally decided to leave without you being able to restrain him. This is the time to announce as soon as possible all the people whose activity will be affected by this departure.
Colleagues who remain should remain confident and not feel a heavy workload due to the departure of their colleague. An employee who feels overwhelmed is an employee you can lose.
Before you announce that an employee is leaving, make sure he or she does not want to do it alone. In any case, stay neutral and keep your objectivity. A quick announcement will allow your teams to see how transparent your business is and avoid fueling rumors.
Don’t forget to thank him. Thanks are important, whether it’s for those who leave your company or those who stay.
Gratitude should be a priority, especially in such situations.
- Create a place for discussions
The meeting place must be conducive to communication. If you are constantly disturbed by your team, you will not be able to focus on the aspects of the breach of contract by your sub-lieutenant.
Logically, he will have a sense of uselessness because the confidentiality and respect recommended in this particular case will not be respected.
For these reasons, the choice of venue should not be optional. This is the first image your employee will take of this interview.
- Show empathy to find the right words
During the meeting with the employee, remember that you tell the employee to leave. Imagine how you would feel in his place and so you can find the right words to explain your decision.
Announcing a breach of a contract clause should come as no surprise to your employee.
Before making the decision, you will need to meet several times to give him the opportunity, for example, to change his working methods and stay in your company.
It is also advisable to notify by e-mail a summary of the exchanges, on structured points. Written proof (ideally and signed by both parties) of what is said in these exchanges will protect you from many problems.
During the dismissal meeting you can follow the following aspects:
- Adapts the termination of the employment contract to the context
Unless your employee has made a serious mistake, give them an amicable break as a matter of priority, by mutual agreement if they have a contract for an indefinite period or for a specified period.
If your employee is independent / freelancer or seasonal, giving him a month’s notice will allow him to look for another job.
Losing a job is always a source of anxiety for an employee because it has a direct impact on his financial situation.
- Encourage communication and exchange
Kindness to an employee also goes through communication. Take the time to explain your position and feelings before telling him you want to break his contract. A too abrupt announcement will risk destabilizing it and you will not be able to maintain a climate conducive to discussion.
Don’t forget to let the employee explain and argue, while managing the flow of the interview, so that you can address all the key points.
- Appreciate your employee despite the context
Throughout the contract, your employee will have successfully completed the tasks and missions. It is important to recognize the skills and work done so as not to create unnecessary sources of tension.
Encourage your employee to move on, already thinking about all the future professional challenges in which he can thrive in the future.
Ask him questions, advise him in building the next step, so you will awaken in him the idea that his life does not end there, in your office.
Highlighting the positive points of a working relationship will also help your employee not lose confidence in his or her abilities, which is important for the rest of your career.
- Put yourself in your employee’s shoes
How would you prefer an end to the collaboration to be perceived? Keep this question in mind at all times to remain benevolent to your collaborator.
You can ask the employee who is leaving to take stock of his experience with you.
List the strengths and weaknesses observed in the time spent in your business.
This exercise can be very interesting, because employees who leave may be less embarrassed to say what they think. This freedom of speech will help you adjust the negative points.
Of course, listening is necessary for this exercise to be successful. If you object, it will not be constructive. Be humble as an employer and try to offer solutions where appropriate so that the reasons that determined the person to leave your company are not repeated.
By adopting this attitude, you can be sure that your corporate culture will grow and that these employees will remain ambassadors even after they leave.
2 final steps before your employee leaves
After this interview, you will have to follow a few more steps, namely:
Support your employee to the end
In the context of concluding a contract, your employee may not understand, be silent or even close his eyes.
Your role will be, as much as possible, to support him and make sure that the end of his mission within your company goes as smoothly as possible.
Some companies sometimes give their employees the option to choose their departure schedule and how they want to share the news with their colleagues.
Indeed, it is never pleasant and rewarding to announce that you have been fired.
Finally, if certain tasks are still in progress, accompany your employee to complete them before departure.
Taking the time to complete all ongoing actions will definitely have a positive impact on the company, and your employee will also feel that he is not being pushed.
Don’t forget the notion of confidentiality.
When an employee leaves you, he / she knows a lot about you, your competitors, your customers, your security measures…
Remind them of their obligation not to use confidential information.
Do not hesitate to return to certain clauses of the contract that specified this notion of confidentiality.
In the most ideal world possible, the employee who leaves has a period of notice.
You manage to reach an agreement and in that period of time, you do your best to find a person to replace him.
In this case, make sure the two people are talking to each other and take the time to complete the instructions.
If you are unable to find a replacement, be sure to ask the employee to prepare the necessary documents and materials for the transition.
Thus, you will have a considerable job less: that of a difficult transition after the departure of a colleague.
In conclusion, be as honest with yourself as possible and ask yourself all the questions that build that plan to avoid problems, sometimes serious, when the employee leaves the team. Remember, we are here to assist you in HR matters.
If these ideas were useful to you, please share or leave us a comment with your specific case. We will definitely support you with at least one practical solution.