Don't Go Away Mad

Feb 1, 2007 12:00 PM, ASHLEY ROE

Firing an employee sparks dread in many managerial minds. Beyond the fact that letting an employee go is no fun, employers must also anticipate any security concerns related to the termination.

Here's an example: “John” was a mid-level IT employee for a major Internet service provider. After undergoing a complicated divorce, he used his comfortable salary to buy a new home to live in with his three children, of whom he had recently received custody. He was hard working and smart, but he had a tendency to become argumentative at work, whether it was over the previous night's football game or a technology issue in the office. Moreover, John frequently engaged in arguments with his ex-wife over the telephone during working hours, which made other employees feel uncomfortable. Shortly after John purchased his new home, the company received news that it would be downsized, and his position would be eliminated. Human Resource managers feared that, given John's past behavior and argumentative attitude, he would become violent during the termination meeting. So they called in a security specialist for protection.

John's termination went smoothly. But other employers may not be so lucky, according to Sunil Ram, owner of Executive Security Services International (ESSI), Huntsville, Ont., who worked on a similar case. “We have seen a 15 to 20 percent increase in employee termination jobs in past years,” Ram says. “Often times, these jobs are not a big deal, but we are there to ensure safety and that they do not become a big deal.”

During a typical termination, Ram observes events in the room quietly and steps in only should any violence or heated arguments occur. “We will sit in the room unnoticed while the termination is going on,” he says. “Alternatively, we will sit in another room and monitor events with communication equipment.” Ram says the surveillance method depends on the level of risk facing the company, which he determines by researching the employee's past behaviors.

A number of behaviors may identify an employee who is susceptible to violent behaviors. “Some troubling signs include an employee who argues with his or her coworkers or argues during initial interviews,” Ram says. “Anyone who verbalizes violent thoughts or makes lofty statements concerning violence would be a candidate.” Prior to the termination, Ram suggests that a company form a “termination team,” made up of members of the security and human resources departments. “Each of them should have a job, whether it is taking care of changing locks and access codes, covering legal information or initiating severance pay,” he says.

When planning terminations, consider the day of the week. “From a psychological perspective, dismissing an employee at the end of his or her shift or on a Friday afternoon is best. The hours and days that follow serve as a ‘cooling off’ period that may go a long way in preventing violent repercussions,” Ram says. He adds that supervisors and managers should also strive to leave the terminated employee with some dignity and respect to downplay feelings of anger. “This is not the time to re-hash old conflicts,” Ram says.

Preventing workplace violence that results from terminations could start the minute a prospective employee submits a resume. “When you receive a resume, your first step should be to look it over closely and note any gaps or a frequent job changes,” Ram says. “Challenge them on gaps in their employee history, and if they have no explanation, that is a clear sign that something might be off.” Ram also encourages employers to complete detailed background checks and institute company-wide workplace violence training.

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© 2010 Penton Media Inc.

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