Letting someone go is the 10-minute conversation no one wants to have. And it isn’t just hard—it’s high stakes.
Overexplaining, ad‑libbing, or deviating from policy can spark confusion at best and wrongful termination claims at worst. A disciplined, empathetic approach does the opposite: it protects your company, respects the employee, and steadies your team.
Use this guide to prepare your case, deliver the message, and move swiftly into offboarding. You’ll get clear steps and scripts, plus tips for what to say (and what to avoid) at every step.
Disclaimer: This article provides general information for managers and HR teams. It is not a substitute for legal advice. Always consult a qualified legal professional in your state before taking action.
Everyone dreads the termination meeting
The act of firing an employee has been referred to as the “capital punishment of organizational life.”
Yikes. Even if you’re not facing a gross misconduct situation, the process is emotionally charged, legally risky, and easy to botch. But there’s no getting around it.
Letting people go is part of the job. “The day you get comfortable delivering a termination is the day you need a new job,” says career transition specialist Kim Spurgeon in an episode of The HR Hub podcast.
It’s natural to be nervous. But whatever you do, don’t improvise.
Keep it clear and brief:
Thank you for your contributions, [Name]. We’ve made the decision to end your employment with [Company], effective today. HR is here to review final pay, benefits, and logistics.
Before you schedule the termination meeting, make sure your decision is consistent with company policy and clearly communicated in your employee handbook.
Bring documentation of past warnings, make sure HR is on site to help, and focus on keeping the situation as quick and compassionate as possible.
“The key is respect, dignity and empathy for the person that’s just been impacted, regardless of if you’re in HR or a manager, and regardless of whether you know them well or not,” says Spurgeon.
From layoffs to poor performance: common reasons for termination
Clarify the context first. Firing is an individual decision based on unmet expectations or misconduct with a documented trail. Layoffs are organizational decisions affecting positions due to strategy or financial changes.
While the delivery should be consistently clear and humane, your terminology, rationale, and offboarding support should match the situation.
Most terminations fit into a few clear categories:
- Performance not meeting expectations (after goals, check-ins, coaching, and a PIP)
- Conduct and policy violations (harassment, fraud, security breaches, licensing issues)
- Attendance and reliability (chronic absences, tardiness, no‑shows)
- Business reasons (restructuring/role elimination, contract end)
Update your sample termination letters and always ask an HR professional and/or legal counsel to review it before you let go of an employee.
How to fire an employee quickly and professionally
Make it planned, not personal. Follow these steps to keep the termination process respectful.
1. Know the rules
Before you schedule anything, anchor your approach in the law. This includes connecting with your HR and legal team to keep the discharge compliant with title VII, ADA, ADEA, as well as any state/local legal requirements.
No matter what jurisdiction you’re in, the following best practices can help you set the right foundation:
- Follow your employee handbook: Deviations from company policy only create risk.
- Document everything: Make reasons clear and defensible. Many wrongful termination claims stem from inconsistent process or poor documentation.
- Consistency and documentation: Apply policies consistently. Keep reviews accurate. Maintain a dated record of issues, PIPs, and warnings.
- Counsel early: Have legal vet higher‑risk cases (protected classes, recent complaints, long tenure/high visibility, safety/wellness flags) and review your documentation and messaging.
According to research from Betterteam, roughly 74% of US workers are at-will employees. This means employment can end at any time for a lawful reason (but never for discriminatory or retaliatory reasons).
With counsel aligned, policies applied consistently, and signed at‑will acknowledgments on file, you’re ready to deliver a clear, final message without creating new risk.
2. Gather documentation
Firing feels personal, even when it’s not.
Keep it objective by gathering documentation of job expectations, warnings, performance improvement plans, plus any additional verbal or written warnings.
Make sure you have clear documentation:
- Source of truth: Build a clear, chronological record focused on objective behavior and outcomes.
- Performance reviews: Ensure they reflect the issues that led to today, plus coaching and follow-up provided.
- Disciplinary actions: Include verbal/written warnings and PIPs with clear expectations and consequences.
- Specific incidents: Note dates, times, what happened, and witness statements.
- Policy violations: Cite the exact policy language.
Don’t prolong the inevitable. When you go in ready, you can avoid getting pulled into debates or making promises you can’t keep.
3. Schedule the meeting
These are always difficult conversations. But with a little advance planning, letting someone go can be a little bit easier.
Here’s what to think about before the meeting:
- Who’s in the room: Manager delivers the decision; HR covers logistics. Bring in a transition coach after the decision is offered. Loop in EAP when appropriate.
- What to say: “I have some bad news. Today will be your last day, effective immediately. HR will walk you through final pay, benefits, and next steps. Thank you for your contributions.”
- How to say it: Rehearse. Lead with “we” and keep your tone steady. Don’t rush or improvise.
- Coach the exit: “Think about how you want to leave [Company] today—what do you want your colleagues to remember?”
Expect a range of reactions (denial, bargaining, silence, tears—even relief). Acknowledge the difficulty and keep empathy high.
Let HR cover the essentials:
- Effective date: Confirm last day and what happens next.
- Final pay: Timing, accrued PTO, state rules.
- Benefits: COBRA/401(k) basics; direct detailed questions to HR.
- Property/access: Return items and immediate account revocation.
- Severance/outplacement: What’s included and how it’s delivered.
- Unemployment & confidentiality: Share info and remind of obligations.
- Point of contact/EAP: Who to contact for follow‑up and support.
Collecting equipment, revoking access, and handing off to HR is a lot to juggle—especially when you’re trying to keep the process humane.
Limit public send-offs and avoid drawn-out goodbyes.
4. Have the conversation
If you’re like most managers, your first instinct is to soften the blow—but “heartfelt” openers only invite debate and delay the inevitable.
Skip the preamble. Use a tight 3–5 minute script:
“We appreciate your contributions, but we have to let you go. HR will handle the details, and we wish you the best of luck in the future. This decision is final.”
Explain what’s available and make the next step clear. For example, “HR will walk you through the process of receiving your final paycheck, benefits, severance, and career transition support.”
Here are some tips to help keep your language disciplined:
- Avoid the word “fired.” Aim for neutral phrasing: “your position was impacted,” “as a result of restructuring,” or “we’ve made a business decision.”
- Don’t imply reconsideration. Avoid words and phrases like, “maybe,” “for now,” “I wish this were different.”
- Be careful with “I understand” if you haven’t personally experienced a job loss.
- Say thank you. Keep it simple: “Thank you for the work you’ve done here.”
Make it clear that the message is final and avoid any wishy‑washy language that could confuse the employee.
5. Inform the team
How you handle the aftermath shapes morale and your reputation. Act quickly, keep it concise, and focus on the path forward.
Share an update shortly after departure:
- Don’t go into details: “This was difficult, but [Name] is no longer with the company, effective today.” Explain coverage and keep moving.
- Expect questions and emotions. Your job is to listen and stay focused on minimizing the impact on the rest of the team.
- Protect systems and brand: Avoid group notifications or surprise all‑hands announcements; communicate to directly affected stakeholders first to reduce chaos.
Your team watches how you handle the hard stuff. Make sure your employee termination process reflects your values.
6. Learning and moving forward
Turn a hard day into a better system. Close the loop fast and make the next hire stronger.
- Debrief with HR: Within 72 hours, document what happened, what worked, and what didn’t. Capture facts, not feelings.
- Fix root causes: Tighten hiring criteria, onboarding timelines, coaching cadence, or policy clarity where gaps showed up.
- Rebalance work: Reassign essentials today. Start backfill or scope a revised role tomorrow.
- Reset with the team: Reconfirm goals and how you’ll support them. Keep the message crisp and forward‑looking.
💡 Pro tip: Avoid repeat scenarios with clearer expectations, regular check‑ins, and earlier coaching. The best termination is the one you prevent through better hiring and onboarding.
Termination logistics checklist
Plan the logistics so the transition is respectful and secure.
Timing:
- Avoid key milestones: Don’t schedule near major events or personal dates if possible.
Location:
- Private and neutral: Use a confidential room, not a public space.
- No barriers: Sit at equal height with clear sight lines.
Attendees:
- Manager + HR: Two reps provide a witness and ensure policy adherence.
- No peers: Keep the circle small and professional.
Logistics:
- Final pay: Follow state rules on timing, accrued PTO, and severance.
- Benefits: Prepare COBRA and unemployment info.
- Property: Track all company property as part of your offboarding checklist.
- Access: Coordinate with IT to revoke accounts immediately after the meeting.
- Coach/EAP: Provide transition coach details and EAP resources.
Assemble the offboarding packet with final pay details, benefits, property checklist, and severance if applicable. Include a copy of the termination letter and point of contact in human resources for follow-up.
Biggest dos and don’ts when dismissing an employee
Each situation is different, but there are a few best practices that apply to virtually every firing scenario.
✅ Dos:
- Listen fully—allow space without interrupting.
- Keep answers brief and factual.
- Cover the essentials, then pause for questions.
- Direct benefits/severance questions to HR.
- Try to keep the meeting under 10 minutes.
- Stay calm, respectful, and professional.
- Have water and tissues handy.
❌ Don’ts:
- Don’t use the word “fired.”
- Don’t debate or negotiate—reiterate that the decision is final.
- Don’t make promises or speculate about future opportunities.
- Don’t overexplain or improvise.
- Don’t discuss detailed benefits or legal terms—refer to HR.
Keep your process human and defensible
Firing someone is never easy. But with the right approach, it can be respectful. Make sure you have a clear and defensible case, backed up by the right performance management documentation.
And whatever you do, keep the process as quick and human as possible.
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FAQs
How do you know when it’s time to fire someone?
If expectations are crystal clear and the person has had a fair, supported chance to improve—but outcomes haven’t changed—it’s appropriate to move forward.
What should I say if they ask for more details or to reconsider?
Keep it brief, neutral, and final. Try: “I realize this is difficult. The decision is final. HR will walk you through pay, benefits, and next steps.” Avoid debating performance or revisiting past conversations. Direct detailed questions about benefits or severance to HR and the written materials.
How long should the termination meeting take?
Keep it under 10 minutes. The manager delivers the decision (“effective today”), HR covers logistics (final pay, benefits, severance, property return, point of contact), and you thank them for their service. Then pause for questions and move into offboarding.
Who should be in the room (or on the call)?
The notifying line manager and HR. Introduce the career transition coach after the decision to preserve trust. Loop in EAP if appropriate. Avoid group notifications—communicate one‑to‑one to reduce confusion and escalation.
How do I handle strong emotions or aggressive reactions?
Stay calm and respectful. Acknowledge the difficulty without saying “I understand” (it can inflame emotions). Offer a pause, water/tissues, and keep restating the key message: the decision is final and HR will walk through next steps. If behavior escalates, end the meeting professionally and follow your internal protocol for a wellness check and HR follow‑up.
Any special steps for remote/online terminations?
Use video if possible and confirm privacy first (“Is this a good time for a private work matter?”). Encourage camera on, deliver the news, then have HR join or take over for logistics. Keep the coach out of the initial notification to preserve third‑party trust. Coordinate immediate access revocation and schedule a wellness check within 24 hours.
