Asking Someone to Step Down

The Process of Resolving Personnel Problems

Article by Steve Long & Gerry Plunkett
12 July, 2016

Most of us dread the conversation of asking someone to step down from their position, but it’s sometimes necessary. How can you do that well with the utmost respect? But before we come to any conclusions about the situation sometimes there are other solutions to the problems we are facing. There are times we don’t actually see the underlying issue that can be resolved. Let’s look at the bigger picture, different possibilities, prevention methods, find the root of the issue, and if the next step is to dismiss, learn to do it well.


Key Issues

Touchy Issues

People will possibly be crushed/devastated. In smaller situations, there are family connections that the dismissal can adversely affect. Person has to face friends/acquaintances in church that will ask questions like. “So you didn’t want to continue as Youth Leader?” As one of Father’s son or daughter, it is important to treat them with utmost respect and preserve their image. This is someone who has put in countless hours for your church. 

Identity Issues

People serving in a leadership capacity often become one with their position. Their role becomes entwined with their identity. 

Cultural Issues

People from different cultural backgrounds may process information expectancies differently. 

Contextual Issues

In a small church, there are few good leaders to choose from when it comes time to find a leader for a specific position. However, even if it was necessary to plead someone to take on a position, it is possible that they blossom phenomenally as a leader. 

Loyalty Issues

Sometimes it is better to do it yourself, rather than hurrying someone to fill a role. If that person is not sold out to you, it could be a tearing situation later on. A handful of loyal people are better than a slew of volunteers. Cf. Gideon – the 300 with him were all able to say, “For the Lord and for Gideon!” (Judges 7:18,20)  Watch for those who are as ready to die for you as they are for the Lord!! (A bit of hyperbole, perhaps, but it’s hard to understate the principle.)

Underlying Issues

It is important to have meaningful dialogue regarding any problems or difficulties they are facing: ministry, spiritual, personal. (Sometimes people are plain lazy, or at a place in their lives where they are no longer challenged or interested.)

Possible Solutions 

Offer Further Training

Perhaps the person doesn’t feel adequately equipped to handle the responsibilities he/she has been given. 

Offer Healing Weeks

Sometimes people just don’t want to change. Their release from their position will cause problems because they will not share the whole story, but it is important to stand in integrity and not justify yourself in front of everyone. Sometimes we have to stand by and trust the Lord to make things right. 

Offer a “Sabbatical”

Where they step down for 6 months or 1 year, but they can come back and fulfill the same role, if they so desire. For example, when the person has been involved in a situation where their behaviour is not befitting that of a leader in the kingdom, or when the person is going through a stressful or trying time. 

Prevention Methods

Risk Management

The person may not work out. Vetting the person is important, doing our best to figure out if this is the right person for the job. Relying on the Lord’s nudging. Are our volunteers receiving proper orientation, training, and documentation when they begin their position? There should be handbook or a guidebook in place – something that lays out expectations – so that if a volunteer crosses the line, dismissal can be made easier,” she adds. “That way, the coordinator can direct the volunteer exactly to the policy or procedure that they’ve broken.”  (Quote from Lori Gotlieb, of Lori Gotlieb Consulting, as referenced by Brock Smith is a communications specialist based out of Markham, ON, with a special interest in the nonprofit sector; the link to his article is below.)

Performance Markers

The volunteer can clearly see if he/she is actually doing the task with which they have been entrusted.

 

Regular Meetings

Taking the time to find out how each leader is doing.

Meaningful Dialogue

Much listening is needed to ascertain potential course direction or change, to help troubleshoot and problem solve, to build confidence and express thankfulness.

The Real Issue

The Kingdom Needs to Go Forward

If the person in place has become a hindrance to growth, advancement, or to harmony dismissal is necessary. When you’ve done all else, and you have to have that conversation, know that it is not always easy. Ask yourself if there is another role the person could fill? (Is he/she a round peg in a square hole.) Treat them with the utmost respect and protect their self-image. 

 

Prior to That Day

Pray that person will get a better job/resign. 

After They are Let Go

Provide them a confidentiality letter. Inform other staff and the church-need to protect the person let go so a simple statement that they have let go and we bless them to succeed. Retrieve keys, change codes, passwords, delete emails etc. Do they want help finding another job? Are they part of the church family? Does their connect leader need to know to help with pastoral care?

A Good Time

To ask someone to step down is when you are entering a new structural change or a new programme. A business leader’s advice: “I never fire anyone. I have a conversation with them about how my company and their expectations (or their performance; my comment) do not match. I’m clear, don’t get me wrong, but I dismiss them and wish them well. You can point out a person’s good traits but make it clear that there is not a place for them in your organization.”

Helpful Links

https://www.nolo.com/legal-encyclopedia/what-to-say-fire-employee-36140.html

https://charityvillage.com/Content.aspx?topic=When_it_s_no_longer_working_How_an_organization_can_gracefully_exit_from_a_volunteer_relationship#.V4VG31dTXJp

Employment Separation | Ontario

Employment Standards is under the Ontario Ministry of Labour, and provides minimum standards for employers and employees in Ontario workplaces. A worker is defined as someone who receives wages. Other Canadian provinces and foreign countries need to check with their local authorities to determine what minimum guidelines they are governed by.

Who Is Not Covered Under the Employment Standards Act

Pastors:

Their employment can be terminated at any time, and no Termination Pay/Severance. Pay/Common Law Pay is required.


Contract if Employment Agreements

These contracts list what the employee will/will not receive, including financial compensation and non financial compensation (health benefits, vacation, etc). For employees covered under the Employment Standards Act, the minimum compensation must be met. How important these are, should not be overlooked. Besides compensation, the Agreement would include ‘ownership’ rights, and stipulate behavior items such as Conflict of Interest, Confidentiality, Breach of Trust. The ability to terminate an employee ‘with cause’ (theft, harassment, breach of trust), is easier with these items in the signed Agreement. 


Probationary Period

The first 90 days (3 months) of employment are the ‘getting to know you time’. If the employee is not working out, this is the time to terminate their employment. The employer does not have to give a reason, and the employee is not entitled to Termination Pay or Common Law Pay. When an employee is terminated after the Probationary Period, Termination Pay is required, and the reason for termination may result in other problems (eg Human Rights violation).


Termination Pay
The term used for employment separation is termination not fired. An employee terminated after the Probationary Period is entitled to additional compensation, based on the number of continuous years of service. Vacation pay, statutory holiday pay, and health benefits must continue over the Termination Period.


3 months – 1 year  1 week of pay
1 – 3 years               2 weeks pay

3 – 4 years               3 weeks pay
4 – 5 years               4 weeks pay
5 – 6 years               5 weeks pay
6 – 7 years               6 weeks pay
7 – 8 years               7 weeks pay
8+ years                    8 weeks pay

Our typical reason for employee termination is restructuring or reorganizing, as a result of reduced revenue. Because of this reason, we are not laying people off, but terminating their employment permanently. If work became seasonal, then laying people off during slow times may be an option. Of course you run the risk of them finding permanent employment elsewhere, and not returning.


Severance Pay

Severance Pay is only for employees with 5 or more years of service (does not have to be continuous service), and only if the employers annual payroll is a minimum of $2.5 million.

5 – 6 years         5 weeks + 1 week x # months/12
6 – 7 years         6 weeks + 1 week x # months/12
7 – 8 years         7 weeks + 1 week x # months/12
8+ years              8 weeks + 1 week x # months/12
Maximum of 26 weeks additional pay

Common Law Pay

Common Law Pay is not a requirement, but a necessity in some cases. We typically pay Common Law Pay if we think the employee may contest the termination. On the Termination Notice, we use the term Recognition Pay not Common Law Pay. It sounds nicer, and we are showing honour to the employees contribution over the years. The Recognition Pay (Common Law Pay) is only paid if the employee signs a Final Release and Indemnity, agreeing they will not come back for any other payments. Common Law Pay follows Termination Pay in payouts.

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