How do you give an employee the sack?

THE PROBLEM

Last week, BBC radio presenter Danny Baker learnt just before going on air that his show would be axed. A tirade ensued in which he lambasted managers. Employees on the way out often feel freer to say what they think: how can managers ease the process for the outgoing member of staff, learn from the experience and limit any potential damage to the company?

THE ADVICE

The academic: Robert Sutton

DJ Danny Baker’s on-air tirade against the “pinheaded weasels” at the BBC who had cancelled his show is a cautionary tale for every boss. Yes, part of your job is to do the dirty work, to give people bad news, to shut down things that aren’t working, and to sack people.

But some bosses forget there is a difference between what you do and how you do it. Behavioural science research shows that distressing times do a lot less damage to employees’ wellbeing and performance when they are provided with prediction, understanding, control and compassion. If Mr Baker’s superiors did do their dirty work without the benefit of any of these antidotes, his assessment hits the mark.

The writer is a professor of management science and engineering at Stanford University, and author of ‘Good Boss, Bad Boss’

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The psychologist: Charles Woodruffe

Maybe Danny Baker’s outburst could bolster the City’s approach to damage limitation. UBS last week deactivated the key cards of some staff to signal their redundancy and stop them entering the building. Would microphones be switched off as a way of telling presenters their show is over? Hopefully not.

The better approach is to have empathy for those to be let go. The decision must be communicated with clarity and be defensible – to those leaving and to colleagues who remain. Letting people go should be seen as a last resort, or those with sense and talent will pre-emptively move to better employers.

The writer is managing director of Human Assets and author of ‘Holding On While Letting Go’

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The HR expert: Brian Kropp

Fewer than one in four departing employees would recommend their previous employer as a good place to work, according to our research. One of the most underestimated factors behind this is what happens to employees once their departure is announced.

The conventional approach is to sever ties with the employee as quickly as possible. But the best organisations and managers at this point emphasise the importance of the contribution the departing employee has made.

In addition, they identify what they could offer the best departing employees should the situation change. These “boomerangs” tend to outperform their peers.

The writer is a managing director at CEB

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The leadership expert: Jo Ellen Grzyb

When an organisation decides to sack someone it comes from a “management” rather than a “human” perspective. The person doing the sacking will want to get this difficult and unpleasant task over as quickly as possible. Not taking the human aspect of breaking bad news into account is a failure.

Sacking someone and expecting them to then perform their job well is unrealistic. They will be hurt, reeling from the shock, with their loyalty to the organisation destroyed. Empathising, selecting the right time and place to break tough news, and providing the opportunity for it to be discussed in confidence assists damage limitation.

The writer is a founding partner of Impact Factory, a personal development consultancy