What follows is an all too familiar story of what can happen when you fire an employee.

It was posted on our Strategies Salon/Spa Business Idea Exchange Facebook discussion group.

Here to commiserate: (I’m on Team-Based Pay.) I had to let go of my esthetician after almost a year of poor performance. Despite numerous meetings, classes, encouragement, tracking — even a Performance Improvement Plan — it had to end.  

Her performance never improved, so it ended today.  

She threw everything in the book at me saying that I am a terrible person and she will be living on the streets now, etc.

Now she is getting my other ex-employees involved (the last one left over five months ago and I haven’t talked to them since) and now one of them won’t stop calling me demanding an explanation.

I don’t owe anyone an explanation except the employee in question Sticks and stones and all that — but MAN this sucks so terribly bad. I have had so much anxiety and have blocked every ex-employee of mine for fear of more phone calls or other harassment. The things this employee is saying on social media about me and the salon are just awful. 

I guess I just needed to vent to other people who may “get it”.

Here are some of the responses:

• I feel your pain. Here’s the thing, they didn’t fit into your culture and these behaviors simply reaffirm why you let them go.

• Hang in there. There will always be the haters regardless of the decisions you make. Continue to do what’s best for your business, employees, and customers and you will have success. 


• Just one month ago, your exact words and experience were mine. It's easy to look at what other people are doing or not doing. My coach advised me to focus on my leadership skills. I re-read No Compromise Leadership by Neil Ducoff. I also read Leadership and Self Deception (forces you to evaluate your accountability in the situation), and finally Fierce Conversations by Susan Scott (great tool to help you have important conversations without all the emotion). Hope this helps! Hold your head high and keep moving up.


• I had the same thing happen when we converted to Team-Based Pay. I avoided and blocked my financial numbers. I cried many nights. I felt like a victim. Two years later, I tell my story with honor. Our company is leading social change. We pay living wages, we grow employees, create careers, and we give amazing customer care. I have a new team that loves our company. I am a fully engaged leader. I practice compassionate communication and teach all the staff how to communicate this way. It takes time, but you are on the right track. I’m sure your staff is relieved that you fired her. No more drama. Now you can focus all that energy on the ones that love their company.

• Firing can be hard — very hard: There’s nothing easy about taking someone’s job away. In fact, it can be downright gut wrenching, especially when you’ve worked with an individual for some time and know his or her personal situation. But, you are the protector and voice of your company. Firing is part of the job.


• The “did I do enough” dilemma: Owners have feelings too. The question of “did I do enough” is a natural part of the firing process. I believe it is healthy for owners to ask themselves this question as final validation of the decision to fire. If you didn’t do enough, it may be reasonable to delay firing to provide additional coaching and training. IMPORTANT: If you decide to delay a firing, only do so if the employee is committed to the improvement process. Do not delay if the real reason is to avoid the discomfort of firing someone that needs to go. That’s compromise.


• Short and to the point: When it reaches the point where a decision to fire is made, get it over with. If you don’t have an office or private space, meet with the employee at a time and place to have the termination conversation that provides the least disruption of business. It is always recommended to have another member of your leadership team present. The infamous, “We have to let you go,” line is about as short and to the point as you can get. If you’re giving the employee a week or two notice, explain the details and clarify your expectations with respect to performance, conversations with clients and staff. If it’s an immediate termination, have the final paycheck and documentation ready. If a signed non-compete exists, review the main points about client solicitation. Allow the employee to gather personal items and it’s over. NOTE: If you choose to explain the reason for termination, keep it extremely brief. Examples: Bad attitude. Attendance. Skill. Retention. Do not be long winded.


• When it goes sideways: As in the owner’s “here to commiserate” post above, you never know when a termination will go awry. Losing one’s job can be an emotional blow. Questions on what to do and where to find work can be pretty scary. When the employee plays the “victim” and perceives the termination as totally unfair, things can get pretty ugly. That’s why it’s best not to get into verbal arguments. Stories of former employees badmouthing owners and their salons/spas is a common occurrence. IMPORTANT: Do not engage. It will just feed what’s already out of control.


• Unemployment: I never understood the reasoning to keep a poorly performing or disruptive employee just so Unemployment rates don’t increase. They’re costing you more each day you keep them on payroll. Get them out. If you fire them, they will likely receive Unemployment benefits.


• Documentation and records: Keep records of all performance reviews, reprimands, attendance, policy violations, one-on-ones, time records, etc. The purpose of documentation is to protect your company and demonstrate just cause. Fighting an Unemployment claim is one thing. Things can get pretty ugly if you find yourself fighting a wrongful discharge law suit, Workers Compensation claim or sexual harassment claim. Document everything.


• Need the money — Can’t stand the employee: If you retain a bad employee simply because you need his or her service revenues, your business has bigger problems than that problem employee. Keeping a bad employee wrecks your culture, your brand, and sends all the wrong messages to the rest of your team. Let the bad employee go and fix what’s wrong with your business.