DISCUSSIONS

HR managers and managers: I was in the unfortunate position of having to terminate an employee this week, and as terribly sad as that was, it’s getting really weird now and I’m unsure how to handle this both sensitively for their sake but also legally, so your thoughts would be appreciated.

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HR managers and managers: I was in the unfortunate position of having to terminate an employee this week, and as terribly sad as that was, it’s getting really weird now and I’m unsure how to handle this both sensitively for their sake but also legally, so your thoughts would be appreciated.

Although I’m posting anonymously I still want to provide respect to the employee, so will limit termination details to the essentials. An otherwise great employee was struggling in May and asked for an accommodation on their job duties for the month of June. Granted without hesitation. However, they then proceeded to just not work for the month of June; they did not attempt the accommodated work detail but continued to clock hours as normal, and later admitted having not worked. Ignored emails, texts and calls. Sent an email this week saying they were not going to be able to “come back” to work next week and needed a game plan; you can imagine our surprise given they weren’t off work to begin with. They do not qualify for FMLA or LWOP status so their options were to come back to work or be terminated. This was not an insensitivity issue and our HR department looked at every single possible option because we are a people first organization. It just wasn’t possible.

This ^^^ is not the issue. I know I made the only possible decision in this case.

We are now several days post termination and the employee has messaged me several times with odd messages.

  • Asking for treatments we give people when they are promoted or enjoy other accolades. <<< I did not respond to this.
  • Asking for HR to file their unemployment for them. <<< I did respond to this to say that for help filing unemployment they need to contact the responsible agency.
  • Surprise that their corporate email has been shut down. <<< I did not respond to this.

I am not entirely sure how to handle this, and that’s what I’m seeking from those in HR and management. Should I block this former employee from my email and phone? I hate to do that because I have nothing against them. We all worked hard to be sensitive throughout the termination process and I don’t want to put salt in a wound for this person, and they’re not acting in a violent manner. I’ve just never had a former staff member (that was terminated) continue to contact me.

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  1. Anonymous

    I think from everything you've shared up to this point you are feeling harassed. Have you shared this information with your HR team? They should be able to advise you on legal matters. On the non-legal front, I have unfortunately been in a parallel (different, but analogous) situation. Sometimes people just take a wrong turn and end up not being balanced...it is hard to be terminated but it doesn't give that person the right to constantly reach out either. I would ignore and block but first tell HR you are doing so. Sorry for this stress...its sometimes very hard to do the right thing.

  2. Anonymous

    Thank you for saying this.
    I have been trying hard to not make it about me because I realize that as difficult as firing someone can be, it’s always harder for the person being fired (except when it’s a relief). As a result, I haven’t really been giving myself space and room to think about it from this perspective. It does feel inappropriate and it is approaching harassment levels in the way that it’s pretty incessant. I haven’t said anything to HR, but I will reach out to them after the holiday. Thank you again.

  3. Anonymous

    Whenever I’ve had to do a termination I’ve insisted HR keep access to the Employee Assistance Program open for 60 days post termination. If that’s an option, refer the former employee there.

    You could also reach out to the EAP yourself. They would be experts at advising you on what’s normal, what’s abnormal and how to keep yourself together when abnormal happens. HR protects the the organization first and individuals when it’s in the organizations best interest. A therapist has only your best interests at heart.

  4. Anonymous

    Thank you for this suggestion. I am going to ask HR about the length of availability of our EAP today and ask them to let the employee know if/that it's still available to them. I did talk to HR yesterday when I caught them in a hallway and they're definitely on board to offer any assistance we're legally able to provide. Our HR director is a truly amazing and wonderful individual and leader.

  5. Cyndi Rosenblatt

    You did everything you could do to accommodate and everything you needed to do to properly terminate. Your obligation is to your current employees. If you want to have one final exchange, you could direct them to a local resource (we have a local United Way that offers comprehensive assistance to people in need) as it certainly sounds like they are in the midst of some serious personal issues. "I understand you are having a tough time right now. This is outside of my area of expertise, but the United Way can be contacted by calling 211 and they may be able to direct you to appropriate resources to help you with your next steps." Then block them.

  6. Anonymous

    Don't block unless HR tells you to. Get their advice. Do not respond to anything else.

  7. Julie Wozniak

    Why do you need HR permission? Block the person. Done. Why would you just ignore but not block?

  8. Anonymous

    In case there's legal action. Spoken like someone who has never managed at a high level.

  9. Anonymous

    You can educate without being condescending. Thanks.

  10. Julie Wozniak

    TY!

  11. Patricia Manroe

    I wouldn't respond to any more messages or answer the phone. Not sure about whether to block them or not.

  12. Jana Grazer

    You are being harassed. Find out legalities before blocking though.

  13. Anonymous

    It takes a village to vilify people.

  14. Anonymous

    Not understanding your point

  15. Beth Whight Morales

    I would advise them to contact HR with any further questions.
    If they continue to contact you, repeat that HR is where they can direct their questions and advise them that you cannot help with the questions they are asking. If they contact you after your second redirect, then advise again and tell them to stop contacting you. If they still contact you, then block them.

    If this individual would continue to cause problems - you will want to demonstrate you have given them opportunities to voluntarily discontinue contact. Keep HR in the loop every step of the way.

  16. Audrey Kirsch

    I think they are having some kind of mental health crisis. You are not qualified to handle this. Blocking them could escalate the situation. If possible you or HR should reach out to an agency that deals with mental health that can check up on her. Better to be cautious than put yourself in a possibly dangerous situation.

  17. Anonymous

    Sounds similar to an employee I recently terminated. Direct the employee to your company's Employee Assistance Program and if you don't have that resource direct them to contact HR for all future commumucations per company policy.

  18. Anonymous

    This is now a legal issue since they have been terminated and off-boarded. I would consult with your hr and labor attorney to ensure everyone is aware of the situation.

  19. Kristie White

    I agree with the comments below re: EAP, mental health experts, etc. Especially in today's environment when people are dealing with so much stress and negative energy in the world. But having worked in HR and Management for a very long time, I have also experienced this reaction myself and worked with other managers who have experienced this before these pandemic years. Here is what I've learned...

    While it is entirely possible that this employee is having a mental health crisis and needs the resources suggested, it is also possible that this behavior is how this employees deals with a difficult situation. In a way, this is passive aggressive behavior - and here's what I mean...

    First - the employee asked for accommodations, was granted them, and then chose not to do the work. The EE basically lied to you and engineered a way to get paid for free. You know best whether this feels like it was the plan all along or not. But consider this - the EE at no point during the accommodation (based on your posts) contacted you and said "I can't do the work." They let it ride and collected the money and ONLY admitted that they didn't do any of the work until they were challenged and caught.

    Second - the EE has now started to harass you after the termination. The EE didn't have frank conversations with you while the accommodation was in place and they weren't working, but now they need all of your help? To me, and I say this without full knowledge of the situation but because I have seen this scenario play out before, this employee may be a "user" - someone who uses the rules and programs to manipulate their employment situation. Now - you know the employee best so use your personal judgement.

    So you need to diplomatically end this. Here is a draft of what I might say:

    "Dear xxx. Thank you for continuing to let me know how you are. I have given you the information I have available to help you with your transition. At this point, your best resource for work-related questions is Human Resources as they have much more expertise that I do for post-employment situations. For information regarding other programs that might be helpful as you enter the job market, I would suggest you contact the Employment Security Commission who also has multiple resources to support you while you find your next opportunity. I am sure contacting these other resources will yield better information on a more timely basis for you. Good luck in the future.

    Best regards,.....

    You should insert appropriate language related to any services still in play such as EAP. But you need to close this conversation and tell the EE you are closing it. After sending this message, do not respond - you have nothing else to say. Stop the conversation.

  20. rgstaffing@bellsouth.net

    This is very good advice.

  21. Vanda Lee

    I agree with this response. You are no longer the "governing leader" of this employee. All questions/info should go thru HR. It's not personal. It is legal.

  22. Heather Bingham

    I apologise first off, but what I'm going to write is not going to be encouraging. It may seem strong in places, but I can promise that I am not having a go at you, but at your employer and, specifically, your HR department.

    This seems to me to be a very clear case of a mental health problem; failure of motivation, hiding, acting inconsistently and acting out of desperation are all things that we see in the workplace when people are struggling with their mental health. While with any illness it is the employee's responsibility to tell the employer that they are unwell and to describe the symptoms and hopeful end date, in most mental health cases this is almost impossible for the person to do. It pretty much never happens when it is the first time the person falls ill, because it is such a traumatic, bewildering thing to suffer. Therefore a really good employer takes on some of the responsibility for understanding the challenges the person is facing and meets them in the middle with a referral to an EAP, coaching, access to therapy and a lot of perseverance to find the right way to help. I am honestly shocked that you were encouraged to move to termination so quickly.

    To be clear, anyone facing a mental health challenge is not in their right mind and so will likely act in surprising ways. that fall outside expectations. I am really surprised that your employee went from hero to zero in such a short space of time, so this may add to their obvious confusion and denial of what has happened; they probably can't believe it either. If I were in your situation, and I have been many times, I would still be in the investigation phase, planning for a possible termination after another month or two if the employee won't be helped, but really trying to find a solution that kept the person in the organisation. Like many others, I am a big advocate of better care for people facing mental ill health and the attitude of your organisation as you describe it is a long way from "people first". It is no wonder that you don't know what to do; I think you have been forced into acting in a way that is far from ideal and you obviously haven't received the training in mental ill health that the best organisations are giving to all staff. I'm not being hard on you; I would not expect you to know any of this if you haven't been told, so I think you have to rely on your HR department now to mop up the mess that they have made. If you need to press them to do this, I would tell them that you yourself are under a lot of pressure, coping with the aftermath of their woefully inadequate process.

    Again, I apologise for the strong words, but based on your post I truly do not hold you responsible for making this mess.

  23. Kathleen Puls Andrade

    Great insights here. I was thinking the same thing. It may be a mental health issue but then we don’t know for sure.

  24. Anonymous

    ^^^ This. I'm a *mostly* good employee, but I have mental health issues where sometimes I need a break to regroup. My workplace has been pretty accommodating.

    One thing I found interesting about the OP's post is that the employee didn't work all month. But yet, at least in the post, it doesn't mention management trying to do any type of intervention or contact the person to ask what they were working on, etc. at any point during that month. They were just suddenly surprised in July? So this is also a failure of management.

  25. Anonymous

    The post clearly states the employee “Ignored emails, texts and calls” - so manager dick check in.

  26. Anonymous

    Hi, I'm the OP. As I mentioned in the original post. I repeatedly attempted to contact this employee. They did not respond to me until they wanted LWOP. That is when I was finally able to talk to them about what was going on for the whole month of June and they admitted that they never even started their accommodation work. I was surprised that the employee thought they were "off work" when they had to agree to their accommodation in writing and acknolwedged that I had been emailing, texting and calling for updates.

  27. Nance Hodges

    I’m a big advocate of mental health resources and supporting that community. However, this employee committed time fraud, even after asking for an accommodation. Even people first companies can’t have an employee stealing from them, mental health or not. You offer the resources, accommodate where you can, and do regular check-ins with employee. There are just certain things that you cannot overlook as an employer. (At least not a small business, no matter how people focused you are)

  28. Heather Bingham

    With mental ill health it really pays to focus on the desired outcome and less on the immediate rights and wrongs. I think you are lacking the knowledge of how people with mental ill health can struggle to do what they are determined to do, in spite of their very best intentions and i dont balrm you or anyoneone else for not haing this knowledge uf you havent been told.

    When I was younger it would sometimes take me hours and hours to control my anxiety, get my mind in gear and get to work ready to be productive. It was an exhausting fight to just do what I myself really wanted to do, which was simply honour my contract. It was traumatic and hideously challenging, just to force myself into work. Recently I had someone who battled - literally battled - for an entire day, trying to get into work. They were not committing fraud, but were merely in the throes of uncontrolled, extreme anxiety. I didn't punish them - I supporyed them and then was able to help them to realise that the job was part of the anxiety. Did we part ways a few weeks later? Yes, we did, but in the most positive way possible. I didn't have to sack them and risk a tribunal, and they left with head held high. With mental ill health, we have to be solution-focused, not problem focused, or we will continue to have an awful lot of talent languishing at home, not contributing and feeling all the worse for it.

  29. Anonymous

    Let’s assume mental health is off the table since a mental health issue has NOT been VERIFIED.

    We all need the facts. This is simply not one we have.

  30. Heather Bingham

    In cases of suspected mental ill health, you do not need the "facts". In Europe and the UK you no longer wait for verification. It is a question of practicality. Bearing in mind that, just as an example, it takes the average sufferer 9 years to receive a diagnosis of bipolar, decent practice means we act on what we see, not on what is confirmed. If we waited for "verification", pretty much every person suffering from mental ill health would be languishing, sacked and unemployed, the world of work would be an appreciably poorer place and the taxman would be too. If it looks like mental ill health and sounds like mental ill health, you have nothing whatsoever to lose from treating it as the same, at least in the first instance. If the employee turns out to be shirking, you are then in an even stronger position if you've tried to help; then you can rest easy, ethically, morally and legally, that you did all you could before sacking them.

  31. Anonymous

    What did the employee do to get fired?? Can’t really give feedback unless you tell the reason for the termination. That might be what your former employee is trying to find out.

  32. Kathleen Norton-Schock

    I think the poster was pretty clear? The employee stopped working; gave no explanation; clocked hours that he/she didn't work; and then admitted that. This is definitely a "fire-able" situation. However, I agree, that some documentation of THAT should be part of the records for this termination, and those records should be available to the employee.

  33. Jodie Winter

    I am sorry you are going through this. It is never an easy decision to terminate in a People First Organization. With that said my first thought is they are struggling with serious mental health issues or addictions. Based on what you have shared, I would document EVERYTHING as this could become a human rights legal issue. Keep the head of HR informed and have an open conversation with them about your concerns and asks the questions on next steps. The intention is never to cause undue harm. I agree with some other feedback to redirect them for contacts, and again document it all. Take screen shots. If that employee has your personal phone number and personal email, you are not obligated to respond. You could put it on silent to be able to show harassment if it reaches that point. If they are struggling as it sounds, and they continue you could also discuss having a well being check completed by local authorities. Lastly, If there is no EAP in place at your company, I would encourage it and look into Mental Health Leadership courses for the Leaders . In this volatile climate, more now than ever we need to educate ourselves on mental health in the workplace and beyond.

  34. Anonymous

    It sounds like you’re an amazing person to work with and your company is an ideal workplace for most people.

    A gem.

    That’s all I have to say. ☺️

  35. GirlBossanova934974

    Having just received a financial settlement with a former employer after 2 years of litigation regarding unlawful termination, I think I can speak a little about this case. The author may wish to consult with an inhouse lawyer or an outside employment lawyer but I don't see any problems here, unlawful termination wise. The employee was given a warning and terms to keep their job and then falsified an entire month's worth of timecards. Employer attempted to contact the employee several times. This employee seems not to be in their right mind. You cannot get unemployment benefits when you are terminated for cause. Employers don't file employment claims in any case. The only thing that the employer may wish to do is to work with the local STATE office of employment and try to get this former employee on disability. Just for the record, disability in many states pays quite a bit more than unemployment. This is where this case belongs.

  36. Anonymous

    I am not a manager… I am a healthcare provider. This person is really struggling emotionally and perhaps is having a mental health/reality crisis, which began to unravel in May and continued in June and lead to job loss…I will talk with someone in your legal department regarding blocking, communicating etc. For right now I would be silent but I would be talking with legal. On a more personal note I want to thank you for being extremely sensitive to that open wound. There’s nothing worse than losing a job or losing a loved one. Those are the two top life stressors

  37. Sami MacKay

    Absolutely agree that this sounds like an employee in mental and/or physical crisis.

  38. Andrea Stamson Garrett

    this was my assessment also. Very hard to know how to support someone experiencing a breakdown since they are not able to communicate the situation or their needs appropriately. Keeping record and alerting legal are the correct business-related actions. And not responding to the former employee is also appropriate although doesn’t feel right. A harsh reality of the US approach to mental health, as referenced by another responder. Heartbreaking for sure.

  39. Anonymous

    The comments below regarding mental health show me a wide range of things that could be done for an employee in a mental health crisis. But I don’t think you are responsible for recognizing the crisis as the supervisor.

    I would definitely block from your personal phone/e-mail going forward. And redirect her to HR.

  40. Anonymous

    RE: "However, they then proceeded to just not work for the month of June; they did not attempt the accommodated work detail but continued to clock hours as normal, and later admitted having not worked."

    WHY are you even entertaining such an FORMER employee???

    They were stealing from the company. (Clocking in hours, bit not working.) ENOUGH SAID!

    You rightfully got rid of this employee and don't owe them anything whatsoever. Block them and move on (or do you have nothing better to do than waste your time with a thief)

  41. Julie Wozniak

    I agree with this! They are a FORMER employee.

  42. Christine Brush, MSW, MBA

    I will say that the company failed itself when it did not notice an employee clocking in but not producing any work. That should have been noticed much sooner than a month!

  43. Anonymous

    Hi, we did notice. That's why there were many emails and messages that were not returned until they wanted something. This is ultimately why they terminated.

  44. Teenie

    This is not exactly, but quite close to something I saw happen when a person was moved off of a team to the bench. Being on bench xx number of days meant a layoff.. as project placements were really tough.

    In our case,

    1. The manager didn't tell the person what was needed/ expected in exact detail
    2. The person seemed clueless and always waited to be called/ told
    3. The person also spent a certain amount of time complaining/ feeling victimized-- granted many of the complaints were actually about issues affecting all of us

    The person did get allocated to a project but didn't perform there either. I don't know what happened after& this person was doing ok in a past project

    Maybe if, this case was about a person going through a certain issue in life.... clearer instructions were reqd. ? Just something to ponder when another similar issue comes up... or discuss time off without pay(?)

    I also know another person who could only half do the job, we know it was due to inability to manage time. Had come back to work after a sabbatical (which the person took for family matters). My manager wanted to fire the person , using my feedback. I gave feedback to instead allow the person a different type of role... (manager wasnt happy, but I wasn't going to only give negative feedback).

    wrt what everyone else is saying on other resources.. good direction.

    however, the person role fit with changed circumstances is key too..

  45. Anonymous

    I am not an HR professional and this comment isn’t directly helpful to you - apologies in advance, but it just breaks my heart how much you want to help and how your hands are tied. I presume you’re in the US? Because I now live in Europe and this situation just would never happen here. Mental health issues, personal family issues, etc are so protected here and lead to insurance and company funded breaks. I just thought it might be interesting to mention this, because these sorts of worker protections can be achieved with the proper legislation. As passionate as you are, it might be worth a call to your local or state representatives asking for them to support legislation that would prevent situations like this in the future. Your rep might be interested in leave policies and funding similar to those in Germany. Here, it is even common to have unemployment insurance so that a situation like this doesn’t lead to additional stress. I wish you the best of luck during this challenging time for you and also for the employee.

  46. Anonymous

    I would love to see your legislation on mental health. I am part of a newly formed social justice policy collective that will be working to promote new legislation on mental healthcare in NY. It would be great to see your legislation as a possible model.

    Many thanks!

  47. rgstaffing@bellsouth.net

    I ran a Job Information Center in Germany for 3 years and there is no comparison. At that time unlimited sick leave, 6 weeks PTO etc etc. Firing someone was a very long process. There is no comparison in countries. Also, everyone is assuming that this candidate has mental health issues. Maybe she does and maybe she doesn't. She has not been evaluated by a doctor. She might just be a very difficult employee and very problematic.

  48. Anonymous

    Hahaha sounds like me n my boss

  49. Anonymous

    It sounds like you did all you could.
    It’s unfortunate because there does seem to be a mental health issue and if it had been diagnosed, the employee might be on leave instead of out of a job. But such is the way these things have to be handled in the US based on laws.
    One thought- did the employee have a close colleague who may be in touch with the employee or their family? The only thing that you may want to/ be able to do is simply tell the employees (plural) in that division that your door is open.

    You sound like a great professional and caring person. I hope the employee gets the help they need.

  50. Anonymous

    If this person is sending emails to your work, or even worse, personal email, then keep a file on it.
    You never know if you might need it in the future for legal purposes.

    You may even have to be very direct with them and tell them that there is no reason for them to contact you any further unless for official HR business. Point out that all their correspondences have not addressed the fact that they no longer work for the organization. If you think there are some health issues, then let the authorities know. Most importantly is keeping you safe at work and feeling safe as your do your job.

    Ghosting is real in this case but reversed; this person does not want to accept the fact that they have been terminated.

  51. Deidra Matthews

    You tried, but you also represent the company. A text or email stating: Please direct all questions to HR. ^ HR Email ^ HR Phone … is all you can do at this point.

    I’ve been through the same thing: contacted by text, calls, email, and even social media. I respond with the same sentence, except on social media where I just blocked them.

  52. Bradford McCormick

    Consult HR or consult legal? Ultimately this is a legal issue and unless HR has a lawyer on their staff they need to pass it to legal. It sounds like you did your best. You must not do anything which might cause legal trouble for your employer, no matter what your personal feelings. Repeat: it sounds like you can have a clean conscience, yes? You didn't throw this person to the wolves like some [bad] managers might do. Isn't this "employment at will"?

    Tell legal what you want further to do for this person, It sounds like your heart is in the right place and they can tell you what you can and annot do.

    Advice is cheap. I think of some words from 2,500 years ago in an ancient Greek play about a foolish king:

    Let the weeping cease,

    These things are in the gods' hands.

    Hopefully this person will find her way forward in her life and I am sure you will do anything you legally can to help her.

  53. Liz Milne

    Is it possible that they have had some sort of mental health crisis? From what you've said, it sounds like they are not coping with life at all?

  54. Anonymous

    Definitely agree with the posters who advise legal consult. Terminated and/or fired employees go through an emotional process like anyone who has experienced a loss. Shock (even when they have blatantly broken the rules) sadness, then anger. Considering former employee may be in the anger phase, they may be setting you up for anything you say - and if you respond, it's the old story of anything you say may be held against you in a court of law, so do consult with an attorney. Make sure no-response does not carry any liability for you . (doesn't seem it would, but, employement law has it's own peculiarities. The obvious struggles of the former worker probably indicate they may need some professional help to stabilize, but, not the burden of your company.

  55. Anonymous

    At this point this person should have their communications handled by HR to ensure that legalities are handled correctly. It sounds like this person may be having a mental health episode, for example, everyone should know that you must file for your own unemployment benefits. So it sounds like you were sensitive as to how you handled the termination, and you and HR worked to try to accommodate this person, but in the end (to quote Bruce Springsteen) "you don't work you don't get paid"... Having HR manage the communications is a legal CYA, and would be best for everyone at this point. You did your best, don't beat yourself up about it. S&%t happens and people have issues.

  56. Stephanie F, MSHRM

    It is okay to ask for them to no longer text you and direct any company/work inquiries to the work email only.

    even if they email your work email you can let them know you will forward to HR to further assist them.

  57. Anonymous

    Mental health is a very serious issue in this country. Everyone has been turning there back for to long. This person is obviously having mental health issues. It is definitely not your problem but I can see by your post you do care and I commend you for this.. Please try to report somehow to a family member. This person is definitely headed for a mental breakdown. HR needs to report to family not you. People experiencing mental health issues need all the help & support they can get. Companies need to stop turning there back on mental health issues. You are a good person who cares. Thank goodness for people like you.

  58. Cindy Glover

    Great insight

  59. Anonymous

    We (I am in HR) had a situation similar to this a few years ago and our Legal department stepped in sent them a letter and then had our IT dept go in and reroute any email this person sent to us directly to Legal. Once Legal got involved, it was out of our hands. Hopefully your Legal dept is involved.

  60. Valerie Rieger

    This is a hard spot for you. On the next communication, respond to them saying that since they are no longer an employee that you can't help them with their requests. If the requests continue, block them and have your legal counsel to issue a cease and desist letter. I also like the response of having any email communications from the person routed to legal counsel.

  61. Anonymous

    As someone that struggled (or still am) with mental health post many traumatic incidents in the DEPTH of COVID, I would implore that you extend some grace. Not in a "be a doormat" kind of way. But in just showing basic human kindness. S/he is probably going through the most.. to the point of it affecting their work. So it sounds like they are still grappling with the reality of what it actually looks like for them. Simple, clear answers (within set bounds), will help.

  62. Shamidah Dawood

    I was in a similar position last year and as HR had concluded the termination as a result of the employee "ghosting" work.

    We're a People First organisation and tried on several occasions to offer both mental health support and reasonable accommodation to have their workload reassessed - as far as even discussing having a temp in place to carry out the necessary work as a interim measure, whilst the employee works through their issues.

    Following the continued absence despite being offered all the help, the employee was let go - with every interaction documented by myself to safeguard myself and the organisation in the event of litigation. I received similar messages and continued to assist where possible, however as soon as the weird questions and comments began, I politely asked for them to refrain from contacting me, unless it's a specific query and proceeded to mention what sort of queries or questions I will entertain. Safe to say, the messages stopped.

    I felt a sadness throughout the process as this was a valued employee with long service in the organization, however found comfort and peace in that we had tried to be reasonable and accommodating, given the circumstances.

  63. Anonymous

    Thank you for this, Shamidah. I care about my team very much, and I always want to do whatever I can to support them, so this has been very difficult.

  64. Anonymous

    Everything the ex-employee is asking for is not for you to answer.

    There is no legal implications to you for not replying at all. If you still have strong feelings about this, run it past HR, and they can contact the former employee.

  65. Anonymous

    Did you provide any sort of document to them upon termination? Kind of an end of employment checklist...letting them know their account will be disabled immediately, your final check will be X and will (or will not) include any sort of vacation/PTO payout, your medical coverage will end X date, this is info for accessing your 401k, etc.?

  66. Anonymous

    It is truly great you have sensitivity and empathy for your employees. Being a people first organization is very important especially during these times where people need a little more compassion. Trying to exhaust all the resources to accommodate and help is truly appreciated I am sure.

    HR normally shares a "Change In Employee Relationship" , "Separation Agreement", "Employee Termination" provided to the employee during termination. The document tells the employee straight forward that they are no longer employed, their benefits up until a specific date, final paycheck details, and if for the state of NY also required to share a DOL Record of Employment to them this may provide some clarity to the former employee.

    Additionally, you do not have a legal obligation to respond to the communications. I suggest partnering with HR they will probably consult with legal and the IT department for next steps.

    Keep being a people first manager the world appreciates you!

  67. Anonymous

    Is this person perhaps suffering a mental health issue? I would ask them directly if there is some underlying thing that they are dealing with and that you as a proxy for the company respect them but can no longer help them with additional questions. Provide them with the point person in HR who did the termination- the HRBP or Manager and give them a heads up on the things already sent. Those should be added to the persons file for safe keeping. Also you could ask the IT team to block the mails from coming to you and then reroute those to the same HR person. Then everything goes there. If the company is large enough use Legal instead. You are not abandoning them but you do need to truly separate from this because it is best for you and them to do so. Clearly you do care so let the person know that if they need a reference while job searching you are only too happy to be one for them in the future.

  68. Max Payne
    Same here. Situations like this can get stressful very quickly, so even a short mental reset with something light like https://coldbet.cm/en/login/ can help.

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