> Find out how these A/E firm leaders and human resources professionals handle the uncomfortable task of terminating an employee.

Letting go of an employee due to performance-related issues is an unpleasant but, unfortunately, sometimes necessary aspect of being a firm leader. Thankfully, with a little forethought, you can approach this task in a manner that will soften the blow for both you and the employee in question. Find out what firm leaders had to say when The Zweig Letter asked, "What is the best way to dismiss an employee?"

Cindi Polychronis, senior vice president and director of human resources at David Evans and Associates, Inc. (Portland, OR), an 1,000-person transportation, land development, energy, and water resources services firm:

"If possible, it is always best to avoid dismissing an employee by communicating frequently throughout the term of employment and ensuring expectations are understood. Before terminating someone, I always ask:

* "Did he or she receive appropriate communication?"

* "Did he or she have effective supervision?"

* "Did he or she have sufficient training and tools?"

* "What was his or her previous performance?"

* "What is the employee's length of service?"

* "Are there any extenuating circumstances?"

"If the response to the questions shows me that termination is appropriate, I act as respectfully as possible. I like to use the phrase, 'The decision has been made to terminate your employment.' It invites less argument or discussion. Termination meetings should be short and there should be a witness in the room. Other than telling the person, in general terms, the reason behind the termination and providing information on benefits and other administrative details, there should not be much to talk about. We always provide a final paycheck and a separation letter with the reason for termination at the time of termination."

Phil Petrocelli, CEO, chairman, and president of Boyle Engineering Corporation (Newport Beach, CA), a 650-person consulting engineering firm:

"A cornerstone of effective employee practices is an ongoing performance management program which provides for a continuous cycle of planning, feedback, coaching, and training against development needs. These programs provide for performance improvement plans when needed to allow the employee every opportunity to correct their deficiencies. This practice allows employees to know the issues and corrective actions in order to bring their performance to a satisfactory level. In the above environment, if a termination of employment is warranted, there should be no surprises as the employee will be fully aware of the issues and consequences of his or her failure to correct his or her shortcomings.

"Following the above practices will greatly help to set up the best manner to dismiss an employee. Listed below are some important considerations when a termination is warranted:

* "The most important aspect of handling an employee termination is to treat the employee with respect.

* "Pre-plan the termination process well so that it is handled in the best way possible. Could the employee continue working for a period of time to allow for a more positive separation? Will the employee receive some type of outplacement support to help the transition to new employment? Think through how you expect the employee to react. Hold the meeting off-site if there are concerns.

* "Have the meeting in the beginning of the week and at the end of the work day.

* "Always have another supervisor or a HR representative present as a witness.

* "It is always best to keep the meeting short and to the point. Allow for employee questions, but do not get drawn into a debate regarding the basis for the termination. Outline the employee's separation provisions.

* "If the employee is very emotional, allow the employee to return at another time to collect his or her personal belongings. Make sure that the employee's access to company systems has been removed.

* "Meet with co-workers shortly after the dismissal meeting to let them know that the employee is separating from the company. Plan your responses to questions you may receive from the employees.

"* An important point to remember is that how you handle an involuntary termination will be watched by all other employees. If handled improperly, it will leave a very negative impression and potentially set the expectation by remaining employees that this could happen to them.

"Handling terminations professionally and with respect should reflect the culture and values of the organization. Dismissing employees is always challenging, but with proper planning and sensitivity, supervisors can make a difficult situation as positive as possible."

Georgia Dalheim, human resources manager at Carlile - Macy (Santa Rosa, CA), a 45-person multi-disciplinary design firm specializing in land development and public infrastructure projects:

"You need to have a policy and procedure in place, and then you have to follow it. I like to (have the supervisor) start with a verbal warning, and then the written warning, where you talk to the employee and start giving the employee suggestions on areas that need improvement and offer suggestions on what the company may do to help. I usually give a 'from' and 'to' date and finish with, 'Let's meet again in 30 days.'

"If performance improves, that's the end of it. If not, the employee's supervisor should go to HR. From there, it's a case-by-case situation. If an employee has been with the company during his or her three-month introductory period, (the firm sometimes) cuts its losses. However, you put a lot of time and energy into a licensed professional hire, so to release one based on performance is pretty unusual.

"Then you do a formal corrective action plan. Depending again on what the situation is, it's anything from 30 to 90 days, and you work with the employee on improving. The most important thing is that the written corrective action is done through HR. I want to get the employee through this bad patch, and I can always patch up my relationship with him or her, but the important thing is that the employee's relationship with his or her immediate supervisor is not damaged.

"I meet with the immediate supervisor in the middle of the corrective action plan, and if the employee is not improving and the writing is on the wall, we start preparing for the involuntary termination. Usually, I go to my direct supervisor, the president or CFO, to let them know what we're doing. We will usually call an attorney or labor lawyer just to run it by them and make sure we've done everything we can do. Then we move forward with the termination, keeping it as confidential as we can, and bring the employee in. At that point, you're very kind to them."

John Southard, vice president at Hollis + Miller Architects (Overland Park, KS), a 50-person architectural and interior design firm:

"If there is gross misconduct, the best way is a swift termination, soon after the discovery. Once you know you cannot trust the employee, there is no need to take a soft approach. Do it quickly, document it, and move on.

"If an employee has been with us for a number of years and performance is just not to expectation, we try a softer approach. There have been instances in which we have had employees that did not work out but were popular with the other staff in the office. In order to avoid backlash and potential damage to our culture, we work with the employee to hopefully help them find another job before leaving, which can be a win-win for both. They are better off finding a new role that fits their skills and our office can find new talent.

"There should be no surprise that things are not working out for the employee, so when we meet, we finalize terms of the dismissal, usually giving the employee four to six weeks to find a new job, and giving time out of the office to do interviews. Of course, this does not work for every instance; there has to be trust between us and the employee that this approach is going to work out.

"As we all struggle to find new recruits, the last thing you need is a lot of former employees sharing how badly they were treated. Other guidelines we try and follow include avoiding notifying an employee right before the holidays or a scheduled vacation. We also give employees their option of how and when they would like to share their departure with other staff."

Debbie Norris, vice president of human resources at Merrick & Company (Aurora, CO), a 400-person multi-disciplinary E/A firm:

 "'It is just as important how we exit an employee from Merrick as how we bring them into the firm as a new employee.' - Ralph W. Christie Jr., Merrick president and CEO

"That is the underlying philosophy that I use to manage dismissals at Merrick. When we make the decision to terminate an employee, it is never easy. If we terminate someone because he or she is not performing, we provide the employee with additional training or coaching and specific metrics he or she must meet. If the employee is not able to meet those metrics, it is no surprise to the employee when we let him or her go. Once the employee is dismissed, the individual is given the opportunity to return after the office closes to retrieve personal items so he or she is not forced to face their fellow employees with what can be a difficult experience. Regardless of the circumstances, I want to treat the individual with respect and hopefully allow the employee to leave with his or her dignity intact. You never know when you might cross paths with that person in the engineering world and it's best to leave bridges intact."

Robert Brustlin, president of VHB/Vanasse Hangen Brustlin, Inc. (Watertown, MA), a 980-person engineering, planning, and environmental services firm:

"Every firm faces the challenge of dismissing an employee from time to time. It is a difficult and often heart-wrenching event in the life of a consultant. Having the courage to dismiss an employee, when it is the appropriate thing to do, is essential to building a good company. Not every employee is right for your firm and your firm is not the right place for every employee. 

"Leading up to a dismissal, it is important to do your homework. Have you been honest with the employee about performance issues? Has regular input been given? Has an honest attempt been made to allow the employee to become a valuable member of the team? And, most importantly, has it been well documented in writing? 

"There is no easy way to terminate an employee once the decision has been made, but there are four phases in the termination discussion:

* "Inform the employee of the termination quickly. Do not give a lengthy introduction to the meeting - get to the point.

* "Emphasize that the decision is final. Avoid a debate by underscoring that the decision to terminate has been vetted up and down the ladder.

* "Discuss terms and conditions of the separation. This would include the employee's final paycheck including payment of any earned but unused vacation time, continuing medical coverage, how to file for unemployment, severance pay, and outplacement services, if applicable.

* "Offer assistance with references and employment inquiries. Even if there are some performance concerns, managers can still agree to speak to the employee's specific strengths. 

"Employees will often wish to vent or ask questions. Managers and supervisors can be empathetic and acknowledge the employee's input without engaging in a debate about the merits of the decision. 'I appreciate your insight' or 'I'm sorry how this decision impacts you personally. We do, however, need to move forward with the rest of the conversation.'

"Shortly after the difficult meeting, managers should meet with staff (that worked closely with the employee) to communicate the departure.

"The termination process can take its toll on you personally - even if you are justified in dismissing an employee, you may still feel terrible about the impact on that person and his or her life. Remember, it is the right thing for the company and for the people who remain with your company, and 9 times out of 10, it is also the right thing for the terminated employee. Talk to your peers and they will reassure you. Over a very short period of time, you and all of the parties involved will view the action in a more positive light." - RACHEL LEBEAUX (rlebeaux@zweigwhite.com)

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