Here's a question. Let's say you manage a dispersed team, and it becomes necessary to terminate someone at a remote site. It's not a RIF — perhaps the issue is performance, or something even more difficult. And let's say that traveling there probably would be a two-night stay, because of the flight schedules and time required "on the ground." You're tempted to do it by phone, or videoconference, or something not involving travel. Is that OK?
It's probably not OK. Actually making the trip is better for the employee, better for the company, and probably better for you.
The temptation to find an "easier" way comes about because we don't usually have budget to cover such travel. But the root of the problem isn't a shortage of money. If you suddenly found an error in projected materials prices, you'd find the money somewhere, right?
Rather, the root of the problem is a mistake in setting priorities. When the budget was first approved, someone failed to allocate for the cost of distant terminations. Now, facing unplanned expenditure, that error isn't seen as important enough to put right.
Choosing to find a more "cost effective" method of termination only makes it possible for the company to continue to act irresponsibly. By taking responsibility for this problem now, and by refusing to export the penalties for the error onto the person terminated, we help the company to mend its ways.
Even if The root of the problem
is a mistake in
setting prioritieswe do decide to travel to carry out the termination, we might be tempted to do it on the cheap. For tricky and possibly hostile terminations, it's common to have an HR representative "sit in," but for remote terminations, we sometimes don't take HR with us, to save money. Foolishness. If anything, it's more important to have HR present for a remote termination.
The most important reason to travel is respect. How would you feel if you were terminated by phone, fax, or carrier pigeon? Not good, I suspect. The effect on other staff is also important. Everyone is watching. If you do it remotely, some bystanders might feel disrespected, too. Some might start looking for alternative positions, while others might become demotivated. It's a lot cheaper to buy the airplane ticket than to replace people you didn't want to lose.
Often, the person terminated wants to vent. Usually, through the anger, there are at least a few nuggets of truth, and as the supervisor, you're the person best able to convert those nuggets to real value for the company. By listening — in person — you'll do much to calm the waters, and perhaps emerge from the meeting having done some good — for the person terminated, for the company, and maybe even for yourself. Top Next Issue
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More articles on Ethics at Work:
- It Might Be Legal, but It's Unethical
- Now that CEOs will be held personally accountable for statements they make about their organizations,
we can all expect to be held to higher standards of professional ethics. Some professions have formal
codes of ethics, but most don't. What ethical principles guide you?
- Looking the Other Way
- Sometimes when we notice wrongdoing, and we aren't directly involved, we don't report it, and we don't
intervene. We look the other way. Typically, we do this to avoid the risks of making a report. But looking
the other way is also risky. What are the risks of looking the other way?
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit
the advantages of the drafting role. Some drafters don't meet that standard.
- Some Truths About Lies: IV
- Extended interviews provide multiple opportunities for detecting lies by people intent on deception.
Here's Part IV of our little collection of lie detection techniques.
Forthcoming issues of Point Lookout
- Coming July 18: High Falutin' Goofy Talk: III
- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call high falutin' goofy talk. We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid. Available here and by RSS on July 18.
- And on July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
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- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
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