How to Fire Someone: Practical Tips to Let Someone Go Nicely
Firing someone can be one of the most difficult and uncomfortable tasks any manager has to face. But sometimes, it’s a necessary decision to be made. Whether the employee has repeatedly underperformed or violated company policies, firing is never an easy process.
Fortunately, there are steps you can take to prepare and make the whole situation less of a nightmare (though it will probably never be easy!).
In this blog post, we'll give you some practical tips and strategies that can help you navigate the difficult terrain of firing employees. From conducting a proper evaluation of their performance to communicating the decision in a clear and empathetic way, you’ll learn everything you need to know to handle it like a pro.
Learn to lead with empathy during tough decisions with our video on "How to be Empathetic".
Things to Consider Before Firing an Employee
As you already know, firing someone isn't something to take lightly. It's a major decision that can have serious consequences for both the employee and or the organization. So if you're thinking about firing someone, you need to approach the situation with a clear head and a well thought-out plan.
Is the Termination Warranted?
Start by thinking about the issues. What exactly is the problem? Is it poor performance, inadequate attendance, dishonesty, or misconduct?
If it's something that could potentially be fixed, make sure you've done everything in your power to do so. Are there clear metrics for performance and training in place? Could this employee benefit from constructive feedback or retraining? In some cases, you can get around the need to fire someone simply by providing them with more support.
That said, you'll want to draw a line in the sand. Be sure to clearly communicate expectations and hold employees accountable for meeting them. If an employee consistently fails to meet expectations, even if you've given ample efforts for support and training, it might be time to let them go.
Make Sure You're Not Firing for the Wrong Reasons
This will often come down to a question of personal judgment, but it's important to consider the employee's overall performance, the impact on the team, and other factors before making a decision.
A person's race, ethnicity, gender, or sexual orientation should not be grounds for termination - and doing so can be extremely problematic (including the potential for messy lawsuits).
What about if you just don't like someone, or feel like they don't mesh well with the team? Again, tread carefully here, especially if the employee is a valuable member of the team despite these personal differences.
Get Input From Those Around You
Take the time to collect facts and gather input from those around you. This may involve talking to fellow managers, team members, or even customers depending on the industry. This can give you a better sense of whether the issue has affected more than just you in the organization.
Involve HR as Soon as You Can
Get your HR department involved as early as possible. They'll help guide you through the process and ensure that everything is done legally and properly.
Plus, they can have insights or suggestions that you might not have considered. For example, the legalities and logistics of the firing process.
Don't Make an Impulsive Decision
Whatever you do, don't fire someone in a heated exchange or an emotional moment. Instead, take your time and gather as much information as possible before you jump to a conclusion. Rushing to fire someone without fully understanding the situation can lead to further issues down the line. Even though most states and businesses are at-will employers (meaning termination can occur at any time), it's rarely a good idea to fire someone without thinking it through.
Come Up With a Game Plan
Once you've gathered enough information, it's time to come up with a game plan. This includes deciding how to approach the employee, what to say, and what kind of severance or compensation to offer them.
Before reaching the tough decision to let an employee go, explore proactive measures with our guide on "How to Create a Culture of Feedback that Drives Performance," and learn how regular, constructive feedback can prevent performance issues and foster improvement.
General Tips for the Firing Process
When it comes to firing someone, there is, unfortunately, no one-size-fits-all approach. There are some tips that can help the process run more smoothly, however:
Document everything
If you're considering firing an employee, make sure you have a paper trail documenting any performance issues or other reasons for the decision. This can help prevent legal disputes and shows that you've given the employee ample opportunity to improve. Consult with HR to make sure you're following all legal requirements and internal policies.
Choose the right time and place
Set up a private meeting in a calm, quiet space where you can speak freely without distractions. Make sure this time and place is suitable for the employee who's being fired so they're not taken aback. Also consider holding the termination meeting early in the week and day whenever possible.
Be human
Have confidence and authority in what you plan to say, but remember that this is a person with thoughts and feelings. Be clear and firm with your decision, but also listen to their perspective on what happened.
Deliver the bad news first
Don't beat around the bush. Instead, be as direct and upfront as possible to show respect for the other person's time and feelings. Rip the band-aid and get things done.
Have a witness
When delivering the news, it's a good idea to have someone else in the room as a witness. This can help prevent miscommunications or false accusations.
Stay focused on the facts
Use Elevate's No Drama Feedback Model, which will encourage you to state the facts about the situation or the person's behavior (rather than focusing on emotions). It will help you be objective and stick to the facts and facts only during the conversation.
Keep control of the conversation
If the employee tries to turn the conversation into an argument or debate, stay calm and steer it back on track.
Communicate next steps
After you've delivered the bad news, be as clear and concrete about the next (and final) steps as possible. You might want to share details about the final paycheck, benefits, and other logistics. Make sure you run these by HR beforehand to be sure they are accurate and complete.
Notify your team
After the firing, it's important to communicate with the rest of your team about what happened. While it’s not necessary to cover all the details, let your team know that the employee is no longer with the company and what steps you're taking to move forward. This can help ease any tension or confusion in the workplace.
How to Fire Someone (as Nicely as Possible)
It can be difficult to fire someone - isn't that the understatement of the year? However, it's important to be as kind as possible, delivering the clear and concise message you need to deliver while also allowing the employee to leave with their head held high.
It's not about demeaning an employee but rather, sending a message that lets them leave with some dignity - you don't need to throw anybody under the bus (including anybody who might still be on the remaining team).
1. Be Clear and Direct
When you break the news to the employee that you're firing, try to be as clear and direct as possible. Answer any questions they may have truthfully, and with as much detail as possible. Don't sugarcoat things or get emotions involved, as you don't want any chance for miscommunication. Some people may find this approach to be blunt, but it's important to be direct yet kind at the same time..
Example: "This is a tough message to deliver today but unfortunately, your performance has not improved despite us working on it closely together for a while. This has impacted our team's metrics significantly. I'm afraid we have decided it's time to part ways and end your employment with us."
2. Express Gratitude
Chances are, the employee's experience at your company, no matter how bad, wasn't completely bad. If you can before the firing meeting, take some time to think about some of the positive highlights of that person's time. When you fire them, highlight their positive contributions and be sure to acknowledge their hard work.
Example: "You've been an important member of our team, and we can't thank you enough for the time you've spent here and the work you’ve done. Unfortunately, we think it's in both our best interests to part ways."
3. Offer Support
While you can't guarantee further employment, you can offer support such as references or advice on where to look for new work. This can make the sting of losing a job more bearable for your employee. Just note that you shouldn't do this if it's a situation in which you don't feel comfortable providing an honest reference. In other words, don't lie and offer to provide a reference if you won't.
Example: "We understand that losing your job is difficult and we want to do what we can to support you. We'll provide a reference that accurately reflects the experience you've gained while working here, and can help you navigate support services to assist in your job search."
4. Be Empathetic
Being let go from a job - even if it wasn’t the best fit - is tough. Acknowledge that. Recognize that this is not a fun experience and be there to support the employee emotionally and listen to their concerns. You don't have to say much, but try to be as empathetic as possible.
Example: “I can see that this isn't an easy situation for you. I wish you the best of luck going forward and hope that you can move on to something that is a better fit.”
How to Be Empathetic at Work
Navigating the complexities of firing an employee requires not just adherence to protocols, but also a strong sense of empathy.
Discover how to harness this essential leadership trait in our short video clip featured in the "How to be Empathetic" section.
For a deeper dive and to access comprehensive guidance, sign up for our Elevate Academy free trial and watch the full video.
Rebekah Pierce is a writer who lives in upstate New York with her husband and son. She has a B.A. in English from St. Lawrence University and an M.S.Ed. in Special Education from SUNY Plattsburgh. A former teacher, her writing work concentrates primarily on education, business, and agriculture.
