Good advice on how to manage tough conversations such as laying off an employee. In particular, I endorse the idea of both being direct and human during this process.
I want to complement the author’s suggestions with a good practice I learned in my early days as a people manager: Set up a 90-day probation plan with the employee. Let them know that:
- Their performance is below expectations,
- You agree with them on the specific performance indicators needed to remain on this job, and
- You will discuss their progress every 30 days.
I have to admit I didn’t always follow this good practice, which led to some difficult discussions.
Any good (or not so good) experiences you would like to share?