Terminating Someone — Never Easy Often Necessary
Take it Personally!
Context
I work for a global company. Our sector has been working 100% remotely since March 2020. In November 2021, I implemented a virtual daily call with my team as I don’t anticipate us going back any time soon. We’ve had many false starts for a return to the office but have yet to do so.
Many things have changed in corporate America as a result of the pandemic except performance expectations!
I am responsible for managing the performance of my direct reports. I like to say I lead people and manage projects. There are those times when individuals don’t meet the expectations of their roles. As their leader, I still take it personally — even after 25 years!
We all have performance expectations when working for an organization. In addition, many companies have company values or behaviors that are also measured. Inevitably, large companies that are able to pay great salaries, bonuses, and offer great benefits also have great expectations! Several years ago the term “pay for performance” became a component of the nomenclature.
Process- High Level
Performance is discussed frequently for opportunities to identify and improve performance as needed. I meet monthly with my direct reports to review their current results as it pertains to their metrics and behaviors to ensure no surprises.
Leaders meet at midyear and end of the year to calibrate employee performance. Gone are the days to sit down at the end of the year to give a simple review of what went well and opportunities for improvement. The calibration process requires leaders to summarize each direct report's performance for calibration (comparison) resulting in an individual performance rating for the employee.
I am then given a budget based on how my direct reports have calibrated and overall company results. This budget allows me to complete the process — salary planning. I am responsible for submitting a plan for my direct reports to include merit increases and bonuses based on performance.
Performance Struggles
It is during the monthly meeting and often meetings in between where we identify performance issues and how to improve. If the performance doesn’t improve a Performance Improvement Plan (PIP) may be necessary. If performance is not improved additional actions including termination may be warranted.
Termination
When this point has been reached, I have always been able to look back and know that I did everything possible to help individuals improve their performance. I want everyone on my team to be successful — for them personally, for the stretch/stress on the team, and for my own personal mindset to not lose someone due to performance.
Although I know and understand to my core that the individual is ultimately responsible — I still take it personally!
5 tips for leaders
Meet regularly with all employees. It is best to have your employees set up the meetings — however, if your calendar is like mine it is easier to set up the recurring meetings yourself. Regularly scheduled meetings should be a conversation — majority led by the employee.
Have employees create a tool for reporting out. It may be necessary to create the tool yourself — simply make sure there is a tool for a summary of discussion/results.
Ensure your documentation of employee performance remains current. One
way to do this quickly and effectively is to send emails to yourself to show the time and date of any issues including successes!!
If performance is not improving, be sure to make your leader aware and align on the next steps.
If termination is warranted, the individual may be relieved or even surprised. If you have done all you could and should do, there should be no surprises.
Even if like me, you take it all personally.
https://readmedium.com/only-introverts-enjoy-remote-working-b32a106cd55a