Comments on: When Firing Someone, Focus On Those Who Remain

By: Ready to Hire = Ready to Fire « Myriad Missives

Ready to Hire = Ready to Fire « Myriad Missives — Mon, 20 Sep 2010 13:20:07 +0000

[...] friend Will Herman has put together some useful thoughts on the firing/layoff process that’s worth checking [...]

By: How to Manage a Layoff « 2-Speed

How to Manage a Layoff « 2-Speed — Wed, 18 Jul 2007 16:29:48 +0000

[...] then it’s critical that strong leaders and managers know how to do them. As with firings, in the broad business scope, it’s critical that you optimize the management of any layoff so [...]

By: Will

Will — Wed, 05 Jul 2006 18:47:56 +0000

Dave Jilk asks: "How do you typically deal with the perfectly reasonable question "why was he/she fired?" and the fact that you will probably get sued if you actually answer it?"

It's an excellent question compounded by his point that people inside the company often remain in touch with the person that was fired. I will say that I've fired many people and have never been sued for the answer given to the question, above. That's not to say that I haven't been sued over a firing, of course.

What I try to do is discuss the party line with the person that is being fired. That's not to say that I'll just repeat whatever the fired employee wants, but I rarely find a problem creating a statement that includes what is already known by other employees about the situation, key messages that I'd like to get across about the firing and ingredients of the story the employee would like promoted. Of course, I have final say in what it is, but again, I don't find it too difficult to find common ground. If the firing is contentious, I make what I am going to say (without regard to what the employee wants understood) clear to the employee, so they are not surprised when it comes out.

Ultimately, the fired employee needs to get a new job and will have more trouble without the support of their previous manager. Once any initial anger passes, they get this and will work with you most often.

By: Will

Will — Wed, 05 Jul 2006 18:47:00 +0000

Dave Jilk asks: “How do you typically deal with the perfectly reasonable question “why was he/she fired?” and the fact that you will probably get sued if you actually answer it?” It’s an excellent question compounded by his point that people inside the company often remain in touch with the person that was fired. I will say that I’ve fired many people and have never been sued for the answer given to the question, above. That’s not to say that I haven’t been sued over a firing, of course. What I try to do is discuss the party line with the person that is being fired. That’s not to say that I’ll just repeat whatever the fired employee wants, but I rarely find a problem creating a statement that includes what is already known by other employees about the situation, key messages that I’d like to get across about the firing and ingredients of the story the employee would like promoted. Of course, I have final say in what it is, but again, I don’t find it too difficult to find common ground. If the firing is contentious, I make what I am going to say (without regard to what the employee wants understood) clear to the employee, so they are not surprised when it comes out. Ultimately, the fired employee needs to get a new job and will have more trouble without the support of their previous manager. Once any initial anger passes, they get this and will work with you most often.

By: Dave Jilk

Dave Jilk — Wed, 05 Jul 2006 14:50:31 +0000

How do you typically deal with the perfectly reasonable question “why was he/she fired?” and the fact that you will probably get sued if you actually answer it?

Something you don’t mention is that usually some of the staff will remain in touch with the fired person and whatever communications you promulgate will get back to the fired individual – consequently the communication planning needs to also take that into account.

By: Dave Jilk

Dave Jilk — Wed, 05 Jul 2006 14:50:00 +0000

How do you typically deal with the perfectly reasonable question “why was he/she fired?” and the fact that you will probably get sued if you actually answer it? Something you don’t mention is that usually some of the staff will remain in touch with the fired person and whatever communications you promulgate will get back to the fired individual – consequently the communication planning needs to also take that into account.

By: Tali Aben

Tali Aben — Tue, 04 Jul 2006 07:07:10 +0000

Excellent points. We’re often so afraid of firing somebody, because of “what it might do to the others”. I can’t think of a worse reason not to go ahead with such a plan. However, it’s important to remember that people are people, and they will need some time to accept the change. Hopefully, with minimal interference.

By: Tali Aben

Tali Aben — Tue, 04 Jul 2006 07:07:00 +0000

By: Mr. Doody

Mr. Doody — Mon, 03 Jul 2006 23:52:57 +0000

"note that 3/4 of these failures are those of the hiring manager or company, not of the employee"

What is the source of this statistic?

Doody

By: Mr. Doody

Mr. Doody — Mon, 03 Jul 2006 23:52:00 +0000

“note that 3/4 of these failures are those of the hiring manager or company, not of the employee” What is the source of this statistic? Doody