How to sack your employees

For All The Managers Out There: Here is How To Sack Your Employees

How many employees have you fired so far?
According to Claire Burke, a guardian professional, sacking employees is a scenario that managers dread since it can end up in tears, tempers and if you get it wrong a costly employment tribunal. She says that sacking an employee will never be pleasant but it is a necessary part of the job as a manager. So what is the right way to do it she asks?
Gerry Peyton, Director of consultancy HRPlus says that before it even gets to that point, it's necessary for managers to address problems when they start to emerge and resist the temptation to do nothing.
Peyton says that two things that come into play. 
“First, good old human nature means none of us look forward to dealing with what we see as a difficult situation,” he explains
“Secondly, I have a feeling – this is based on managers I've spoken to over the years – they feel that the pendulum has swung towards the employee and it's going to cause them great difficulty and legal challenges."
From the beginning, the manager is going to look for reasons how they can avoid confronting an employee.
Peyton advices managers to tackle employee irregularities, such as frequently turning up to work late, early on instead of confronting an employee about something that happened months ago.
They should describe the problem to the employee and be as specific as possible in the detail, then explain the impact of their behaviour and how it needs to change.
He adds, "By talking specifics it stops it becoming personal. You've got to be absolutely clear about what you expect from them, and clear about the consequences. Generally a lot of employees wake up and do something about it."
The manager should be dealing with the issue at this early stage, rather than human resources, says Peyton.
"It's easier for a manager to say, 'I've noticed in the last couple of days you've come in late', than someone in human resources saying, 'I hear you've been coming in late'. I don't think managers should be on the phone to HR every time they speak to an employee about their performance."
However, if the problems persist, there's a clear legal process that must be followed. A meeting will be arranged, and the employee should be told beforehand what it is about.
When breaking the news, be sensitive about the timing, advises Bogdan Costea, an expert in performance management at Lancaster University Management School. Leaving someone hanging over the weekend is not the way to do it. "I think leaving people on a Friday with that news is bad," says Costea.
Lara Morgan, founder of Pacific Direct, cautions against letting the meeting go on for too long and advices to keep it short.
If someone responds badly Morgan says that managers should be firm but fair, and should not drag it out. And that they should not do it publicly, insensitively and on their own.
Peyton says that a meeting should be a conversation rather than a telling off. And if tempers flare, the manager must remain calm and refuse to be drawn into a slanging match thereby giving the person chance to vent their anger.
"Sometimes, it's important to let the employee express the emotion; it could be difficult for them to listen to anyone else until they get it off their chest. Have a quick break if tempers need to be cooled."
Should a manager be sympathetic? “Be empathetic to a point, but don't be emotional,” advises Peyton.
Briggs advises telling staff why the person was let go. "Keep the team informed. You don't want them to think you are slashing staff. Make sure they know that person was let go for the benefit of the company and the team."