Placing an Employee on a Performance Improvement Plan (PIP) Before Firing

Justification

Validate

Include

Be Grateful

Employees Who Should Be Terminated (I)

Feeling of Entitlement

Cannot Perform Job Functions

Can’t Function with Other Employees

They Overpromise and Under Deliver

Employees Who Should Be Terminated (II)

Blatant Disregard for Customers

They Are Unreliable

Don’t Adhere to Code of Conduct

Use Company Property for Personal Use

Things to Consider When Setting Up the Termination Meeting

Meeting Attendees

Venue of the Meeting

Security Presence

Logistics

The Correct Way to Fire an Employee (I)

Use Positive Language

Review Past Feedback

Concentrate on Specific Behaviour

Fire Early in the Week

The Correct Way to Fire an Employee (II)

Keep it Short

Have Employee Sign Release

Transfer Terminated Employee’s Functions

Avoid Fighting Unemployment Claims with Employee

What an Employment Termination Checklist Should Contain

Notification to Human Resources

Systems Access Terminations

Return of Company Property

Benefits Status

The “Don’ts” of Firing an Employee (I)

No Performance Improvement Plan

Using an Electronic Method

Fire Without a Witness

Provide Long Reason for Firing

The “Don’ts” of Firing an Employee (II)

Not Making the Decision Final

Let Employee Take Company Property

Allow Access to Work Area

Permit Information System Access

Conduct Effective Exit Interviews

When, How and Who

Objective of the Process

Company Readiness for Exit Interviews

Execute the Feedback Results