orm_may-2024 - 17

Leadership
an extra day or two of work out of them
before letting them go.
Bozzelli notes that leaders should
follow their organization's HR policy regarding
how the meeting is handled. For
example, what paperwork is required?
Does an HR representative need to be
present? Some organizations require
HR be in attendance, while others leave
the decision to the leader's discretion.
When HR will be present, Straub
says it's important they are on the
same page as the leader. " You want
to consistent in the message that's
going to the employee during the conversation, "
she says. " You don't want
to be manipulated by the employee. " If
a strong negative reaction is expected,
HR support can be helpful.
At the start of the meeting, Bozzelli
suggests saying something like, " We've
had several conversations about this
issue. It has not improved over the past
6 months. [She then provides objective
examples to support this statement.]
This continues to be an issue; it is time
to part ways. "
Kathleen Ulrich, MS, BSN, RN, NEABC,
senior VP for perioperative services
at Tampa General, first reviews what
has happened to date. Then she says
something like, " In review of your performance,
we have made the decision to
terminate your employment as of today. "
Carpenter recommends leaders
provide the reason for the termination
and follow-up contact information if the
employee has questions after the conversation.
" It's hard for the employee
to hear they are being terminated, so
they aren't going to absorb a lot of information
in the moment, " he says.
Employees should receive a checklist
and FAQs with information such as key
contacts in HR, when they can expect
to receive their final paycheck, contact
information for key benefit vendors, and
how to update their contact information
to receive additional updates after they
leave the organization.
Depending on the reason for the sepwww.ormanager.com
Conducting
a termination meeting
Among other expert advice for conducting a
termination meeting, OR leaders may want to
consider the following action items:
➤ Give an adequate reason for the discharge.
Leaders do not need to go into
great detail but should be clear about the
reason.
➤ Seek out the employee's explanation or
interpretation of events. Even though the
leader has done this in the past, this allows
the employee to have a say. It is
important to listen. (Because the leader
should have done this already, some of
those interviewed for this article recommend
against this step.)
aration and the organization's policy,
the employee may need to be accompanied
by someone while they gather their
belongings and leave the building. If the
leader has a safety concern related to
how the employee may react, security
can be an excellent resource. In a career
spanning more than 30 years, Ulrich
has only had one seriously negative
employee reaction, which did not occur
at her current organization. " If you have
set up progressive discipline and the
employee is getting feedback on how
they are meeting expectations, people
aren't going to be surprised, " she says.
" Our philosophy is that no matter
the situation, it's important for the employee
to understand the decision that
led to their termination, to always be
treated as a person, and to leave the
organization with the same respect as
when they joined it, " Carpenter says.
What to tell others
Some organizations communicate the
separation by email, while others do
not. Straub sends an email to notify
staff, which typically includes verbiage
such as: " It's been a mutual decision to
part ways. At this point in time, we wish
[name] the best in their future endeavors. "
She notes that she is available to
➤ Make it clear the decision is final.
➤ Briefly run through benefits. These include
vacation pay and health insurance pay.
It is helpful to have the employee's final
paycheck, if possible.
➤ Explain the organization's job reference
policy. For example, the employee should
know if an organization only provides job
title, dates of employment, and salary history.
➤
Collect what the organization owns. For
example, keys.
Source: Wolters Kluwer. Conducting a termination
meeting. Expert Insights. 2021.
answer questions if she can do so without
violating the former employee's privacy.
It is important to send the email
promptly to reduce rumors.
Waslo says managers at her organization
share the news during huddles
and leadership meetings, saying something
like, " Mr. Jones has transitioned
from their current role and is no longer
in their position. I'm available for
any further information. " She says staff
members have never asked for additional
information, likely because they
have seen the issue first-hand and realize
that there have been many attempts
at resolving it.
Ulrich says she and other leaders
communicate to team members that
the employee is no longer part of the organization,
but never share that an employee
has been terminated. If someone
asks specifically, Ulrich says, " We
always say that it's a private matter. "
Bozzelli lets staff know that the employee
has " chosen to look at outside
opportunities " and that the position will
be posted. She notes how staffing will
be handled in the meantime (for example,
using PRN staff), and asks that any
questions be directed to her.
Carpenter says it is a good idea
to support team members by making
OR Manager | May 2024
17
http://www.wolterskluwer.com/en/expert-insights/conducting-a-termination-meeting http://www.ormanager.com

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