Regardless of the circumstances, letting employees go is never easy. It's a moment fraught with emotions, potential misunderstandings, and the heavy weight of impacting someone's livelihood. Yet, it's an unavoidable aspect of leadership and business management. Whether it's due to performance issues, restructuring, or other business needs, the way you handle terminations can significantly affect your team's morale and your company's reputation. Here, we explore best practices for conducting terminations in person, over the phone, and, in certain cases, via text, aiming to make this challenging process as respectful and humane as possible.
Before making or communicating a termination decision, confirm the requirements that apply to your organization and the employee's location. Employment laws, final-pay deadlines, severance requirements, protected leave, contractual obligations, union rules, and required notices can vary by jurisdiction and circumstance. When appropriate, involve HR or qualified employment counsel before the meeting.
The U.S. Equal Employment Opportunity Commission recommends that termination reasons be accurate and supported by records, that managers apply procedures consistently, and that employers review decisions for possible disparate treatment or retaliation concerns.
In-Person Termination: The Gold Standard
The most recommended method for letting an employee go is in person. This approach underscores respect and allows for a clear, compassionate communication process. Here's how to handle an in-person termination:
SHRM similarly recommends conducting termination meetings in person when possible, while recognizing that remote employees or unusual circumstances may require a phone or video conversation. Written-only termination by text or email is generally better reserved for exceptional situations.
Preparation is Key FOR LETTING EMPLOYEES GO
Before the meeting, ensure you have all the necessary documentation ready, including the employee's performance records and any severance package details. Be prepared for different reactions and plan your responses accordingly.
Preparation should also include confirming that the decision follows company policy, reviewing relevant documentation, identifying who should attend the meeting, and preparing information about final pay, benefits, company property, system access, and other next steps that apply.
Choose the Right Setting
Opt for a private space where the conversation can be confidential and without interruptions.
Be Clear and Concise
Begin the conversation with a straightforward statement about the decision. Avoid beating around the bush or giving false hope.
Clear communication is especially important during emotionally difficult conversations. Unlocking the Power of Effective Communication offers additional strategies for communicating expectations, context, and next steps clearly.
Provide a Reason
Employees deserve to know why they are being let go. Provide a clear, factual explanation without delving into unnecessary detail or opening the floor for debate.
Whatever explanation is provided should be consistent with the documented reason for the decision and with applicable company policy and legal requirements. Avoid improvising a new explanation during the meeting that conflicts with the records supporting the termination.
Offer Support
Discuss next steps, such as severance packages, outplacement services, and how their exit will be communicated to the team.
It can also help to provide important logistical information in writing so the employee does not have to remember every detail from an emotional conversation.
Over the Phone: When In-Person Isn't Possible
There may be circumstances where an in-person meeting isn't feasible, such as remote work arrangements or urgent situations. In these cases, a phone call is the next best option.
Schedule the Call
Inform the employee of the need for a serious conversation and schedule a specific time for the call.
Follow the Same Principles as In-Person
Be clear, provide a reason, and discuss the next steps. The key difference is ensuring your tone conveys empathy and understanding, given the lack of face-to-face interaction.
For remote employees, remember that employment requirements may depend on where the employee actually works rather than only where the company's headquarters are located. This can affect issues such as final pay and other separation requirements.
Via Text: The Exception, Not the Rule
Terminating an employee via text should be considered only in particular and exceptional circumstances. This method lacks the personal touch and can come across as disrespectful. However, if there's no other option (e.g., an employee is unresponsive to calls or emails), ensure your message is professional and respectful, and outlines the next steps.
If written communication ultimately becomes necessary, keep an accurate record of attempts to contact the employee and make sure the message is consistent with the organization's established termination process and any applicable legal requirements.
Making the Process Easier
While letting someone go is never easy, certain practices can help make the process smoother and more bearable for both parties:
Practice
If you're new to this, rehearsing what you're going to say can help reduce anxiety and ensure clarity during the actual conversation.
Practicing can also help managers avoid filling an uncomfortable silence with unnecessary statements that confuse the decision or create conflicting explanations.
Remember the Bigger Picture
Keep in mind the reasons behind the decision, whether it's the health of the business or the well-being of the team.
Consistent decision-making also connects with Fostering Integrity in the Workplace: policies and standards become more credible when leaders apply them fairly and can explain the reasoning behind important decisions.
Manage Emotions
It's natural to feel a range of emotions, from guilt to relief. Acknowledge these feelings but don't let them dominate the conversation.
Check for Discrimination and Retaliation Risks
Before finalizing a termination, employers should also confirm that the decision is based on legitimate business or performance reasons and not on a legally protected characteristic or protected activity. The EEOC notes that employers may discipline or terminate employees for legitimate, non-discriminatory reasons, but termination cannot be used as retaliation for activities protected by federal EEO laws.
This is another reason documentation, consistent treatment, and appropriate HR or legal review can be important before communicating the final decision.
Plan the Communication to the Remaining Team
The termination conversation may be private, but its effects often extend to the rest of the team. Decide in advance what coworkers need to know, who will assume unfinished responsibilities, and how the transition will be communicated without unnecessarily disclosing confidential personnel information.
Clear ownership after an employee leaves can prevent important work from disappearing between roles. Closing the Loop at Work explores why teams benefit from clearly communicating status, ownership, and next steps.
A Resource for Difficult Leadership Conversations
If you want an additional resource on delivering direct feedback while maintaining respect in professional relationships, Radical Candor is one optional leadership read.
Tools for Leadership and Business Planning
If planners, management worksheets, trackers, and other visual tools help you organize responsibilities and leadership follow-up, explore the Efficiency Plan Etsy Shop.
Conclusion
Terminating an employee, regardless of the method, is a significant responsibility that should be approached with care, respect, and professionalism. By preparing adequately, choosing the right setting, and handling the conversation with sensitivity, you can ensure a respectful termination process that considers the well-being of both the employee and the company.
Quick Questions About Letting Employees Go
What should a manager prepare before terminating an employee?
Review the reason for the decision, relevant documentation, company procedures, and any legal or contractual requirements that apply. Prepare information about final pay, benefits, severance if applicable, company property, system access, and next steps. HR or qualified employment counsel may also need to review the situation depending on the circumstances.
Is it better to terminate an employee in person?
When practical and appropriate, an in-person private conversation is generally considered a respectful way to communicate a termination. Remote work or other circumstances may make a phone or video meeting more appropriate. Text or email should generally be reserved for exceptional situations where a direct conversation cannot reasonably take place.
What should employers consider after an employee is terminated?
Confirm applicable final-pay and benefits requirements, recover company property, manage system access appropriately, document the separation, and communicate necessary changes to the remaining team without unnecessarily disclosing confidential personnel information. Requirements vary by jurisdiction, so verify the rules that apply to the employee and organization.
