Firing 101 Part 6—9 Questions to Ask Before the Termination Meeting

In the 6th installment of our Firing 101 series, Stephen Bruce discusses the nine questions you should answer before your next termination meeting. Termination meetings are tough enough already. You don’t want any additional surprises. These nine questions will help you ensure that you are prepared.

SB: This is Steve Bruce for the HR Daily Advisor. This is the sixth video in our Firing 101 series, “Nine Questions Before the Termination Meeting.” The actual termination meeting is going to be challenging enough with out any unpleasant surprises. These nine questions will help you insure that you are prepared.

1. Who will conduct the termination? Terminations are generally conducted by the direct supervisor, although a representative of the HR department or a higher level manager may take this responsibility. Others who may be involved include: other managers (to provide a witness), members of the security team, representatives of your Employee Assistance Program, and benefits or outplacement specialists.

2. When and where will the termination take place? If possible, schedule the termination meeting near the end of the day in a private area. Select a place that allows the terminated employee to leave the premises with a minimum of embarrassment and personal contact with other employees.

3. What benefits and compensation issues must be settled? Be prepared to discuss compensation and benefits issues, such as salary; continuation of various insurances; accrued vacation, sick leave, personal days, and PTO; bonuses and commissions, profit sharing, stock options, and so on. Clarify the status of other benefits, particularly if they have an on-going component. (For example, memberships in professional associations, payments for tuition reimbursements, subscriptions, company auto, outstanding loans.)

4. What severance pay will be offered? Is the employer legally or contractually bound to provide severance? Does the employer choose to provide an extra severance amount, coupled with a well-drafted release form?

5. Are there any future expectations? Be prepared to clarify any additional work expected, such as finishing a project, reviewing a future report, conducting training. Will there be compensation for this work?

6. What will the reference state? Be prepared to clarify what references, if any, the organization will give.

7. What will you give to the employee and get from the employee? Examples of items that you need to GET from the employee:

  • ID badges
  • Keys
  • Parking stickers
  • Other security-related items
  • Company credit cards
  • Company-owned tools
  • Computer
  • Cell phone or beeper
  • Signatures on waivers or other documents
  • Completed forms, (including those for continuation or conversion of insurance benefits).

You should have a checklist of these items; it is hard to get them after the employee has left. You may need to GIVE the employee:

  • Final paycheck (including final pay, as well as any overtime pay, severance pay, accrued vacation and/or sick pay, if applicable).
  • Benefits information
  • A copy of an employment reference
  • Legal reminders, for example, of the employee’s obligations under any non-compete, non-solicitation, and nondisclosure agreements, as well as patent, trade secrets and other intellectual property agreements.

8. What will the employee’s next steps be? Is the employee terminated as of the meeting, or do you expect the employee to continue working? Will the employee go back to his or her office? If not, how will personal effects be handled? When will the last day of work be? Will the employee meet with counselors?

9. What security measures are required? Under certain circumstances, organizations may want to consider extra security, for example:

  • When there is a possibility of a violent reaction
  • When the employee has access to sensitive computer records, programs, or equipment, trade secrets or files such as customer lists.
  • When the employee has access to cash or securities. Security precautions may include: * Watching the employee remove personal items.
  • Escorting the employee off the premises. When escorting a terminated employee, do it as unobtrusively as possible.
  • Invalidating the terminated employee’s computer password, including e-mail and on-line services.* Changing door locks or security codes as necessary.
  • Removing the employee’s name as a signatory to any accounts or post office boxes. In order to facilitate the employee’s departure, consider the following:
    • Offer to deliver personal property to the employee’s residence at company expense.
    • Offer transportation to get home (or to a previously designated counselor’s office or other location).

Be sure to watch the next—and final—video in the Firing 101 series, The Six-Step Termination Meeting.

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