Employment Terminations

Driver

At VSHN, while we strive to automate as much as possible, our success is ultimately driven by people. It’s our talented team members who shape and sustain the unique culture we value. When we hire, it’s to fill a specific need, defined by a role description, and we carefully recruit to find the right person. However, there may come a time—whether during onboarding or after years of service—when a VSHNeer decides to leave. Alternatively, VSHN may determine that an employee is no longer meeting the company’s needs, the role has become obsolete, or the employee’s behavior no longer aligns with our values or policies.

In such cases, VSHN may be faced with the decision to part ways. While we value the close relationships and familial atmosphere that often develop, we are, first and foremost, a business. Employment comes with costs—our highest cost factor—and retaining individuals whose roles no longer fit diverts resources that could be better used to support our team or meet new business needs.

Ultimately, VSHN’s success depends on ensuring alignment between the organization, its people, and its values. There will be times when employees move on, and there will be times when we must make the difficult decision to let someone go for the good of the company and its future. In both cases, we need as smooth a process as possible and guidelines on how that is done.

Reasons for Termination from VSHN’s Side

Not Meeting Role Expectations

After multiple rounds of feedback and improvement suggestions, co-creation of development plans, and options for education, the person does not meet the expectations of the stakeholders, usually defined in the role description.

Process

  1. The team, others with the same role, or the stakeholders of the role inform People Operations.

  2. People Operations assesses the situation, may talk to co-workers and stakeholders of the role, and verify/sanity check the reported issues.

  3. People Operations proposes next steps: creating a further improvement plan with a trial period or directly proposing to terminate the contract.

  4. They check with the team/others in the role (who would be affected) if there are any objections to the plan.

  5. People Operations drives the plan.

  6. If the next step is termination, People Operations carries out the termination.

Disciplinary Process

Policy Violations

Violations of company policy (for example HR rules, NDA, or other Information Security policies) go through the Disciplinary Process, with the last step being contract termination, and in serious cases, followed by legal action (intent, NDA violations, and similar).

Ongoing Unacceptable Behavior

If the person repeatedly behaves in a manner contrary to VSHN values, and it becomes a visible issue for stakeholders or co-workers, and after multiple rounds of feedback over a period of time without visible continuous improvement, this might lead to a termination decision. This usually occurs after those who have the tension have followed the Conflict Resolution Process.

Process

  1. If, as documented in the confidential personnel file of the VSHNeer, the last step is reached, People Operations proposes to terminate the contract.

  2. They check with the team/others in the role (who would be affected) if there are any objections to termination. Possible objections here might only qualify if they can show an alternative path that stakeholders/peers trust would fix the situation.

  3. If no objections, People Operations carries out the termination.

Changing Needs

VSHN’s needs change, and the role is no longer needed. VSHN tries to find other needs within VSHN that this person could address, or a new role. If that is not possible, we unfortunately do not have a job for them anymore.

Process

  1. People Operations is informed that the role has become obsolete (by the role or team that delegated the role until now).

  2. They check if the VSHNeer has other defined roles with enough capacity to justify keeping the VSHNeer.

  3. If not, they check with potential teams and other roles to see if there is a current need to be covered.

  4. If something is found, People Operations facilitates the process to figure out if the VSHNeer is a fit for that.

  5. If not, the contract is to be terminated, and People Operations carries out the termination.

Carrying out Terminations

Once the decision is made to terminate an employee’s contract, People Operations schedules a call (preferably in-person at the office) and informs the employee, briefly stating the reasons. No termination is like another, so how exactly this is done and who joins depends on the situation and is adapted as needed.

Process

  1. People Operations meets with the VSHNeer, explains briefly, hands out the termination letter, and obtains a signature.

  2. People Operations works out a solution for the last working day while considering the needs of the stakeholders in the individual situation.

  3. The (technical) off-boarding is initiated by People Operations. Depending on the type of termination (normal notice period, garden leave, or without notice period), it may be necessary to immediately lock access to VSHN systems.

  4. In the last days, an exit meeting with the leaving VSHNeer is planned by People Operations. This ensures the necessary handovers (key, equipment, etc.) and the completion of paperwork. It also serves as an opportunity to reflect, give and receive feedback (including feedback on the termination process), and determine how we can further support the leaving VSHNeer (work certificate, reference calls, letters, etc.).

Handling Cancellations from VSHNeers

Every situation is different. There may be a long history known to the team/roles of the VSHNeer who wants to leave or on record with People Operations, or it may come as a complete surprise. While it’s always unfortunate, it’s also normal. What we can influence is how we react and handle the situation.

  1. Usually, People Operations is informed by the VSHNeer who wants to leave and often directly receives a termination letter. If not, they will request a termination letter for completeness.

  2. People Operations clarifies with the VSHNeer how it should be communicated. It is generally good practice for the VSHNeer to inform their teams and direct co-workers before the official announcement by People Operations.

  3. People Operations sends a staff@ email as soon as possible (usually directly after the VSHNeer has informed their co-workers personally). This step is important to prevent rumors. People Operations might include personal statements written by the VSHNeer or the VSHNeer may send their own email.

  4. People Operations works out a solution for the last working day while considering the needs of the stakeholders in the individual situation.

  5. In the last days, an exit meeting with the leaving VSHNeer is planned by People Operations. This ensures the necessary handovers (key, equipment, etc.) and the completion of paperwork. It also serves as an opportunity to reflect, give and receive feedback (including feedback on the termination process), and determine how we can further support the leaving VSHNeer (work certificate, reference calls, letters, etc.).

  6. The (technical) off-boarding is initiated by People Operations.

Confidentiality in HR and Terminations

While we strive for full transparency where possible, in HR we are generally bound to confidentiality by law when it comes to an employee’s personal work contract situation. This is also supported by common sense. Additionally, because of the values we stand for, we do not blame people publicly in front of other VSHNeers, nor do we disclose personal and medical reasons.

If you know personal details about another VSHNeer regarding their contractual situation, you might share these only if you have the VSHNeer’s permission. Otherwise, this is a violation of company policy and your NDA, which we must prosecute. In general, we suggest to not share such information and tell others to directly ask the VSHNeer or People Operations.

This is why People Operations might not be fully transparent about the reasons for a termination.

  • We involve directly affected VSHNeers in the decision process as much as possible, while trying not to overburden them. We believe that when this balance is achieved, we have done it right.

  • In general, it is possible to ask People Operations for details on a need-to-know basis. Having received that information, they are then bound by the same duty of confidentiality (even internally at VSHN).

Monitoring and Evaluation

Review this process annually or after every termination. Use feedback from the exit interview.

Evaluation Criteria

  • Does this process address our need (driver) effectively?

  • Were there any misunderstandings or uncertainties from other VSHNeers regarding past terminations?

  • Was the process perceived as transparent (based on feedback) by the affected and involved teams and roles?