The most challenging clients with whom I meet are those who have been released for cause, for some reason that is not related to downsizing or restructuring. These are clients that tend to be angry and bitter and view their termination as being without justice or valid reason. My belief is that as a career counselor I am presented with both an ethical quandary and an extremely difficult task in developing a strategy that is truly helpful.

The reasons people are let go are both simple and complex. Occasionally the reasons are quite simple, a gross violation of policies, some sort of fraudulent or inappropriate conduct, or an overt act deemed not in the interests of the firm.

However, most are not so simple and a large percentage of those who are terminated often have spent many fruitful years with the employer.

Even with those whose tenure with an employer is short, one to two years, find that the real explanation for termination can be complex.

When an employee is dismissed, the reasons given for the termination are couched in ways that protect the company. Reasons such as “poor fit”, “change in strategy”, “new skills requirements” and other reasons simply provide a platform to get the employee out the door, but provide little real information as to the real reasons.

However, it is not so simple. No matter how complex the reasons for termination, in most cases the employee has been given ample warning through some sort of process that is both formal and informal. Termination is extremely difficult for most managers, who are generally reluctant to terminate. In addition, the law requires that employee terminations are for just cause and most companies, if not all, are careful to document the reasons for termination.

Here is where it becomes difficult for the counselor. It would not be an exaggeration to say that virtually every client who has been terminated is in some state of denial as to the causes.

And I do acknowledge that there are cases in which a weak or unethical manager might have reasons that have nothing to do with the quality of an employee’s performance. However, in many cases, the employee really does deserve some or all of the blame.

Consequently, in order to truly help the client, it is absolutely essential to explore the reasons for termination. In the clear light of day people can see and understand their own culpability. This recognition can be an enlightenment that can be very helpful as they approach the next phase of their career. Unfortunately, most people are very reluctant to discuss this.

So here I am left with a dilemma. On the one hand I know that I can help the client develop the tools and the job search and career search strategies that will get them on a good path. On the other hand I can sense that there are gaps that require discussion, exploration and resolution. If I can communicate effectively the urgency and get the client to open up, I provide better services and the client has a stronger platform from which to launch their next career move. But it is not easy.

Human nature, being what it is, generates this tendency toward denial. And nothing is more potent than to accept the notion that we are culpable for what we do. While we recognize that we are not perfect and we do make mistakes, applying that idea to a job layoff is extremely difficult.

I am very sympathetic to this, because people may then have the tendency to view themselves as failures with all the negative consequences that implies. Of course it is not true they are failures. People do make mistakes, they sometimes do not listen, think they have the right answers and occasionally create discord and are totally oblivious to the dangers. However, making a mistake, even serious mistakes that result in termination does not imply failure. It only implies human failings, of which we all are subject.

The ethical quandary revolves around how hard I push to get to the heart of the matter. If people do not wish to discuss it, I still want to add value to their counseling experience and help them get on the right track with the tools and strategies to help them move forward.

Consequently, what I try to do, as delicately and as diplomatically as I can, try to open the subject to a wider discussion on why a person is terminated, and what lessons can be learned to help in the next phase of the career. I don’t always succeed.

This entry was posted on Monday, September 17th, 2007 at 5:37 pm and is filed under Articles. You can follow any responses to this entry through the RSS 2.0 feed. You can skip to the end and leave a response. Pinging is currently not allowed.