Don't Let Your Compassion Start a Zombie Outbreak at Your Company
By Rod Lacey, Sunstone HR
Yes, you heard me right, too much compassion in an
organization can create a zombie outbreak. Curious?! Please let me explain.
Let’s assume that Roger has been identified for termination,
due to work performance. You could also swap-out 'work performance' for a simple
layoff and the story remains basically the same.
As you sit with the CEO and COO to review how to orchestrate
Roger’s departure, the COO identifies that he lives near Roger, and that he
knows Roger and his family are going through some hard times. He doesn’t ask to
reverse the decision (because it’s a good business decision), but does ask if there
is some sort of compassion that could be showed to Roger.
What is decided is that Roger should receive what I refer to
as a ‘work-out’ period. Roger will be told that he’s being let go, but given 45
days to remain employed and look for work. The compassionate manager felt that
it would be easier for Roger to gain employment if there weren’t any gaps on
his resume. They also considered how the extended dates would positively impact
Roger’s benefits and hopefully ease him breaking the news to his spouse.
THE KIND (SOFT)
MANAGER
You know this type of manager! There are ultra-compassionate
managers who simply can’t make
these hard decisions, and when they must, they
try to create as much padding as possible to soften the messaging.
ZOMBIE OUTBREAK
Allowing an employee to continue working, after he has been
notified of his termination, creates a period of time where I call him 'the walking
dead.’
Whether it’s the popular TV show on AMC, or the line from
The Green Mile “Dead Man Walking” – we know what that means. We have someone of
short-term, or no value walking our halls.
What can you expect from the walking dead in your building?
After your compassion, only a small percentage will give their role full effort
and energy. If the reason for termination was performance, that means you’re getting even less
of the sub-par performance than ever before. How would this be a win for the
employer?
WHAT ARE THE RISKS?
Here are just a few of the risks associated with giving
notice, then allowing the walking dead to roam your halls:
- Roger could get another job and start to recruit your employees to follow him.
- Roger could suffer a work-related injury that won’t go away as fast as his termination date.
- Roger and his entire family could undergo surgeries that would run-up the company’s medical cost.
- If Roger understands Medical Flexible Spending Accounts, he would likely spend all of the account, even if it’s early in the year and the account isn’t fully funded.
- Roger could harass coworkers, creating a hostile work environment that could expose the employer.
What does Roger have to lose? Why would he be expected to
remain committed to the organization?
I believe it’s clear that I am not an advocate for work-out
periods because each of the above “risks” have happened to organizations I’ve
been with.
In one situation, an individual that was terminated and allowed to
pack his desk, and quietly left the building within 30 minutes of termination. In that brief,
but unsupervised 30 minutes, he advised an active, high performing employee that
she should get an attorney. Even a 30 minute work-out period failed!
ALTERNATIVES
Now before we commit to be fully heartless or cruel, let’s
discuss a couple of different approaches
that simply work better.
First, if performance is the issue, please address it.
Allowing an under-performing employee to remain employed makes little sense (if
we’re to the point of termination), so simply let him go. Don’t delay, and don’t
allow the walking dead to roam the halls for weeks.
Second, if you feel a need to be compassionate, don’t pay
for 30-45 days of non-productive work that creates significant risk. If you insist on compensation, pay the individual something AFTER he’s left the building. If you’re just going
to create risk with a work-out period, don’t do it! Offer the employee a
lump-sum or schedule of payments, but probably in exchange for signing a waiver
and release.
CONCLUSION
In my career I have had countless requests for work-out
periods and have pushed-back on them all, but allowed several. I can honestly say that a couple of them
turned-out okay. The vast majority, however, were a dismal failure. Most of those managers learned the hard way that their compassion came back to bite them, or the company.
When considering terminating an employee, work-out periods
may seem compassionate, but they actually significantly increase the risks the
employer may face related to that termination decision. If the decision is to
terminate, get the employee out the door and avoid the zombie outbreak!
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