5 tips for handling staff redundancy and contract non-renewals

As a principal, it’s always nice welcoming a new member of staff to the school, usually with warm wishes and possibly smiling photos on social media.

Conversely, some of the worst moments are when you have to let someone go because of a restructure, often linked to budget pressure, or because performance concerns mean that you just can’t make it work.

It’s even harder for the staff member, of course. But for both parties, the situation must be handled with dignity and respect. That may sound obvious but in the international teaching world stories of staff being terminated by?phone or their having their staff ID access card/work email cancelled are commonplace.

If you are in this situation as a leader, you should always adhere to the relevant HR advice and legal requirements to keep everything above board.

But there are also some key principles that should guide your work in this area to help in making the process fair and dignified for all involved.

1. Be transparent

Explain the actual reason for the non-renewal or termination of an employment contract.

Where you have growing concerns about a staff member, use the performance management protocols and offer developmental opportunities for them to improve with sufficient support.

If their job is at risk because of a restructure or a change of direction, state this, rather than using ambiguous statements such as “This school is not the right fit for you” or “You would be better suited in another school”.

Teachers will know what is going on, and being honest with them is far better than hiding behind empty phrases that they know are meaningless.

2. Be consistent

If there is more than one staff member whom you are to serve notice to or is not having their contract renewed, be consistent in the discussion and meetings.

For example, make sure it is an on-the-record meeting and you say the same things so there are no mixed messages.

Furthermore, don’t show clear personal preferences in the situation. You don’t want to adopt a kindly and supportive manner with one staff member, spending 45 minutes chatting about their future options, and then be blunt and direct in another meeting that’s wrapped up in five minutes.

3. Be compassionate

Timing is key. Aside from the statutory notice period, give the staff member enough time for them to have the opportunity to secure another role but not so much time that it risks instability and them “switching off” six months before the summer.

Also, good leaders know about the context of the individual staff member and their family commitments. This is particularly the case in international schools, where staff children may also have to move on and follow their teacher-parent to a new school.

Think about the impact that the redundacy will have on them, too. Provide a soft landing for their departure as much as you can.

4. Be reflective

Think about why the redundancy has happened. Was it an ineffective recruitment? Did you poorly manage the budget? Or did inept line management cause performance issues?

If there is a culture where you “hire and fire”, letting the staff member go once you have exploited them for what you needed, then this toxicity will be the downfall of you as a leader, both in terms of your reputation and your moral compass.

It produces short-term benefits but with long-term costs - not least that good staff will leave, and word will spread of the poor culture that your school operates under.

5. Be magnanimous

Have a sense of grace. Do not be petty, immature or vindictive in blocking people on professional network sites or mobile messaging apps after they leave the organisation.

The staff leaving may hold bitter feelings and choose to disconnect digitally - that is their right as they emotionally manage their departure as they see best.

However, as the former employer, hold the line on wishing them well with sincerity, and provide honest and supportive references where you can. Former employees who leave on good terms usually keep in touch and reciprocate the kindness and advocacy for you and your organisation.

Kausor Amin-Ali is the school principal of Frontline International Private School in Ajman, the United Arab Emirates, and the author of?A-Z of Teaching?and?A-Z of School Leadership

This article was originally published in TES Magazine on 29 February 2024 available here.