The Importance of Planning the Separation Meeting

There are many factors to be considered in planning a separation meeting. The manager must realize that the meeting may represent the last time that he/she will be speaking with that employee. The meeting should be well thought out ahead of time so that all necessary business can take place during the interview. "After thoughts" are to be avoided if possible. The factors listed below should be carefully considered prior to the separation meeting.

Setting the place and time of the meeting - Although the day the separation actually occurs is set by the company, the manager should be in control of the time and place where the separation meeting will occur. The time of the day is critical, especially when multiple separations are going to occur. The separation meetings should not have to be repeated or rescheduled. The best time is at the very beginning of the scheduled work time. The managers' office offers a good setting, providing an environment where the manager maintains a sense of control. This sense of control can be jeopardized if the meeting takes place in the employees' work area. The important factor is to minimize rumors and pre- meeting speculation. Conducting the meeting in the employees' work area can result in a situation that is undignified and/or embarrassing to both manager and employee.

The meeting is mandatory - The meeting(s) should not be announced too far in advance. The best policy is to not publicize the meeting until just before it is to occur. The employee must know that the scheduled meeting is a "can't miss one". If the individual senses bad news, he/she may take evasive measures such as exercising vacation privileges, calling in sick, or leaving early. Such tactics only serve to delay the inevitable.

Keep it short - Straightforward, "brass tacks" delivery of information is crucial. The information which must be conveyed is simple and should be stated clearly and concisely. The terminating manager should not dwell on any issue. Although it may seem considerate to "talk it over" with the dischargee, at this point it only prolongs a difficult situation. The employee should know that the decision is irrevocable.

The proper tone - The manager should be business-like and to the point throughout the meeting. The manager should show no emotion. It is natural to do so, but the manager can lose sight of the purpose of the meeting. A show of emotion can decrease the manager's effectiveness, and the employee could perceive that the decision may be reversible.

The use of a "second" - The manager should have a "neutral" person from the company available at the time of the separation meeting, to discuss outplacement services, and other provided services . This should occur immediately after the separation meeting and in a different office. A second manager or Human Resources person should be present during the termination meeting, providing the terminating manager with a sense of support, as well as being a valuable witness. If there is any debate about what was said in the meeting, the second an offer a first hand account. This is especially important if there is potential for litigation. The second can also be used to help the dischargee remove personal effects from the office and act as an intermediary in the return of items owned by the company.

Introduction of Outplacement Services - This final step will involve:

• Referring the employee to the local One Stop Center; and
• Encouraging the employee to utilize the services offered.

In reality, for many laid off workers this is an opportunity to plan for the future with the assistance of trained vocational specialists and take advantage of the many benefits offered.