"In a small town, people are going to assume a lot of things," says John Singleton, whose Penticton, B.C. -based firm Singleton Consulting advises other business people on how to handle such touchy human-resources issues.
Business owners in small towns are more likely to have a relationship with employees outside work - they could be members of the same church or service club. Their kids might play together. They might have relatives or friends in common. And small businesses are unlikely to have access to trained human-resources backup services.
"It's hard to fire a friend," agrees Lois Marsden, of consultancy/business training firm Campbell-Marsden Enterprises in Port Coquitlam, B.C. - especially if there's a chance you'll meet them at the next Rotary Club meeting.
It takes tact and planning to avoid the wagging tongues and fingers when a small-town employer needs to fire someone. But the experts agree you shouldn't let social discomfort keep you from making the hard decision.
"The first time I had to fire someone, it was for stealing a 47-cent paint brush," says Singleton. "I felt bad. But he knew the rules - he understood what he'd done."
Employers need to be firm, adds Marsden, who owned a pet store in a small Fraser Valley town for years. "If you have to fire someone for cause, there's no question. You should have no tolerance at all."
Firing for cause happens for such things as fraud or theft, gross misconduct (sexual harassment or physical violence) or true conflict of interest (i.e. the employee is simultaneously running a business in direct competition, poaching the employer's customers).
But most employees are let go for reasons it's hard to talk about - like business earnings have tanked or the employee's performance isn't up to snuff.
"Remember, this is a human being," says Marsden. Losing his or her livelihood shouldn't come as a surprise. "There should be an ongoing conversation about the situation, with discussion of the risk of loss of job."
The object should be finding ways to nurture, train and support the employee, she adds. Listening to employees and getting them involved in company goals could help solve the problem. "If the employee takes ownership of the problem, the task is easier" if firing is necessary, Marsden adds.
"I never disciplined anybody to that severe an extent without first making sure everything that needed to be said, had been said," says Singleton. If told about a situation by another staff member, he'd first establish accuracy of the information. "Then I'd have a face-to-face talk with the person involved and make sure they understood the gravity of the situation, what was appropriate and what was inappropriate."
These conversations are the time to agree on what changes are expected, how the changes will be recognized and what the result will be if the change doesn't happen. For example, a perpetually late employee might be told they have to be at work when scheduled; they have to clock in, sign in or talk to a manager upon arrival; and they will be fired if they are late more than once a month.
The employer should take notes of these conversations. "It's not a case of keeping secrets," says Singleton, but to ensure your memory of the event is accurate.
"As a business person, you have the responsibility to treat the person appropriately."
Notes should be kept in a file open to the employee.
It's best if an employer makes a habit of filing notes after such conversations, says Singleton.
Not only does it constitute an accurate record of employee behaviour "good, bad and indifferent," but once you're into the habit, it becomes systematic. "If you ever have to defend yourself, you can show you treat every employee the same way."
Marsden suggests asking the employee what he or she would do in your shoes. "Outline the problem and involve the employee in how to solve it. Often, they will offer solutions themselves," which can save the employer from having to take disciplinary action or firing the worker.
If you are honest and forthright, says Singleton, you will feel quite comfortable with what you've done and how you've done it.
But what about the angry spouse who confronts you, the disapproving mother, the concerned friend or neighbour?
"You have to explain that what happened is between you and your employee," says Singleton. "It's not appropriate or legal to talk about it.
People understand about confidentiality."
Don't feel you have to defend yourself in the community. You are more likely to breach confidences when you are angry, and more likely to be misunderstood if the person you're talking to is angry.
Your reputation can be your shield. If you're known for fair treatment and being respectful, it will stand you in good stead in the community, despite the gossipers.
"I've always found if you take the high road, people will follow you," says Singleton. "But if you take the low road, they'll walk all over you."
Tips for humane firing include:
* Be honest and forthright. If someone's in the doghouse, they want to know why and what they have to do to get out.
* Document conversations and performance reviews. The employee should be able to read these notes. Accurately describe the problem, what you want done to resolve it, how the employee is going to know you've recognized the change has been made. And don't forget to outline what the consequences will be for failing to change.
* Get employee input. Asking them to help solve the problem could forestall the need to fire. And if the problem behaviour or situation persists, often they will leave instead of forcing a firing.
* When firing is inevitable, help the employee prepare for a job search. If you cannot act as a reference, hash over what other employers may need someone with this employee's skills. Showing support will help them deal with their own anger, and may help them retain respect for you.
* Be firm with other members in the community that you will not breach confidentiality. Remind them you have a legal obligation to act this way.
(Sharon Adams can be reached at sharon@businessedge.ca)
