How to Fire an Employee

I’m always entertained by how Trump would end “The Apprentice” TV show with…"You're Fired!". However, in most workplaces, it's not that simple. You need a good reason and a plan to break the news. In all my years as a manager, firing someone has always been the toughest task of any day. It’s a gut-wrenching conversation, knowing how this simple act affects a person’s career, self-esteem, and livelihood. So if you are in a situation where firing is necessary, here are some pointers that may help:

1. Make Sure It’s the Last Step in a Fair Process

Make sure that letting your employee go is the last step in a careful, thoughtful, fair, and transparent process that started long before the actual firing. In other words, if the dismissal is for poor performance, then it should occur after a series of performance discussions, plans, and documented actions. If it’s due to reorganization or job elimination, it also should follow conversations, announcements, and a reasonable “fair warning.” The key is that, if possible, firing should not come as a surprise. In most companies, the HR function has guidelines for how this process should unfold. Documentation is key here—having clear records of the employee’s performance issues and prior warnings can help avoid legal complications later.

2. Come Prepared for the Practical Questions

Come to the “firing meeting” prepared to address the practical logistical questions that the person will have about leaving her job: When is the official end date? Are there severance arrangements? Are there opportunities elsewhere in the company? Is career counseling available? What happens with benefits/retirement/unused vacation? You may need help from HR to make sure that these answers are available. This should be the last time you talk to the person so don’t ever say, “I’ll get back to you.” Providing a written summary of what you discuss can also help ensure clarity and reduce any confusion during this emotional time.

3. Listen but Don’t Get Emotional

At the meeting be ready to listen but not react. Losing a job can be traumatic, and your employee may display a range of emotions, which he might direct towards you. Typical emotions include anger, shock, and denial. In fact, I had one employee in so much denial they went back to their desk after termination and continued to work. But try not to get caught up in responding or emotions. Listen with respect and then direct the person towards the practical realities of moving on. Recognize your role is their boss and not a friend. Don’t start to sympathize or talk about feelings. Remember to stay focused on the facts and keep the conversation as brief and to the point as possible to avoid unnecessary emotional escalation.

4. Address the Team Afterward

After the firing, talk to your team about the process, the reasoning, and the implications for them (within the limits of confidentiality). In some cases, they will fully understand the decision. In others, they may have a very incomplete picture. In either case, you need to be sensitive to their emotions, and then help redirect their focus back on work. Reassuring the remaining employees about their job security and the company’s direction is crucial to maintaining morale after such an event.

5. It’s Never Easy, but It’s Often Necessary

Firing a subordinate is one of the most difficult and painful tasks you’ll ever have to do as a manager; and for most of us it never gets easier. But know this will be uncomfortable now, but in the long run, it's usually the right thing for you and the person getting terminated. Taking the time to do it right—legally, ethically, and humanely—can make the difference between an amicable, professional parting and a damaging fallout.