Leadership & Management
Chief Talent Officer at Provalytics, working in HR and talent management
Cheryl adds a fourth audience to the three that judge a termination: the people who remain. They notice how exits are handled. Cheryl says to get legal review, then decide what the departing person hears, who delivers it, and what the team is told.
Cheryl describes how one person's hurt feelings can dominate a team and make leaders guarded, even when no one means harm. Cheryl recommends investigating the underlying struggle while keeping decision-making with the accountable person, since listening is different from ceding control.
Cheryl says automated hiring and ghost jobs leave candidates in silence, and that hiring leaders own that experience even if they didn't build the system. Cheryl suggests testing your own application process, closing fake openings, and assigning an owner to response times.
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