Planning to Fire an Employee

HOPE FOR THE BEST BUT PLAN FOR THE WORST

We are all aware of the growing concern as a result of recent incidences of workplace violence making the news.

In August 2010, an incident occurred wherein an employee of a beer distribution company, Omar Thornton calmly agreed to quit his job after being confronted with surveillance video showing him stealing beer. Suspicious that he may be let go, he had hidden two 9mm guns in his lunchbox. Within minutes, he had fatally shot 8 of his co-workers, including 2 of those involved in the firing process. Just before turning the gun on himself, he phoned his mother and told her that he had “gotten most of the really bad ones”.

Could anything have been done to prevent this incident? In hindsight, perhaps…

Prevention is challenging because it is impossible to determine future actions by others. But it is possible to mitigate losses by putting an Action Plan in place.

Meetings to fire employees should be carefully planned. The following must be given consideration:

· The location of the meeting (where in the building, how visible to other employees)

· Who, and how many people will be present

· The anticipated reaction of the employee

· The terms of the termination (will they be given notice or asked to leave immediately).

· If asked to leave immediately, consider how they will leave

· Do they have any personal belongings at their personal space, and the nature of these items (laptops or removable disk drives may contain confidential business documentation or information; packages may contain items that may be used as weapons)

· How will requests be handled (eg to use the washroom prior to leaving, to say goodbye to coworkers)

· What should be done if there is a risk for violence

· Are we aware if this individual has a violent past (should we become aware of this before we proceed with the firing process)

· Should we hire a third party professional (an outplacement firm and/or security)

· Are our staff trained and qualified to handle the situation

· Supervisors must be trained to avoid angering the employee needlessly.

· They must empathize with the employee’s situation, realizing the potential of a loss of job and income on a family

· Without appearing condescending, they must not inflame the situation with pity. Allow the exiting employee to retain their dignity and self respect.

· Allow them to leave the premises without inciting an incident.

· Supervisors must learn to recognize the signs of accelerated tensions.

In light of the risks, companies are now considering a specified area that offers a level of protection, a “safe office”, for such purposes. It may be used as a regular meeting office, but is equipped with metal detectors and surveillance cameras, that may only be turned on when there is a possibility of an incident. Utilizing this space on a daily basis will take away the aura of mistrust, while still providing a safe area when required.

After workplace violence, an employer may be held liable for failing to adequately screen job applicants, recognize and take action against problem employees, or provide adequate security.

Companies of all sizes need to consider a violence protection plan.