What Should Happen at a Termination Meeting?

Handling an employee termination meeting is dreaded from both sides—they’re no fun for anyone involved. But with ample preparation you can take steps to help the meeting go as smoothly as possible.

Start with being fully prepared. Be sure to:

• Plan the location. Ensure the meeting is held somewhere with complete privacy.
• Plan the attendees. Besides the employee, be sure you’ve thought through who should attend. Be sure there is an HR representative there. Be sure the employee’s direct manager is there as well. Ideally, have at least one neutral witness present, and include a member of security if there are any concerns.
• Have outplacement services (and their representatives) ready. If you are providing outplacement services, have the representative on hand for the employee to meet with immediately after the termination meeting.
• Prepare a list of items to be returned by the employee so nothing is missed.
• Prepare the final paycheck. If you’re in a state where the final paycheck must be given to the employee on his or her last day, this must be prepared in advance. If not, you should still take steps to ensure it is completed in compliance with local laws.
• Prepare any other checklists and documentation for the employee, depending on the situation at hand.

What Should Happen at the Termination Meeting?

Termination meetings may not be pleasant, but here are some tips to ensure they go as smoothly as possible:

• Get straight to the point: The employee termination. Be sure there is no room for misinterpretation. Give the employee the reasons for the termination, and be specific. Don’t lie in an attempt to spare the employee—lying can lead to trouble later. If there was no reason within the employee’s control, such as during a reduction in force, explain the organization’s rationale behind the firing choices.
• Be prepared to deal with the emotions that will result from delivering this news. The employee may be visibly upset, confused, or angry. This is to be expected. The employer needs to stay calm and reiterate the facts. Refrain from the temptation to comfort the employee by agreeing with their frustrations—this action could make the employee think that you agree the decision was not the correct one. If the employee has questions, answer them in good faith but be careful not to backtrack on any points or engage in any argumentative issues. If there are questions about why the employee was fired, stick with your talking points—repeat them as needed so that you do not inadvertently say something you should not. If the employee has reasonable requests, consider them thoughtfully.
• Talk about benefits and rights For example, you may want to explain the employee’s option for continuation of insurance through COBRA. Give the employee information about all resources you’ve prepared, such as outplacement assistance. Any benefits should be in writing. If there is a severance package, go over the details and obligations. If the severance includes signing a waiver, mention that as well.
• Reconfirm the employee understands his or her obligations in terms of confidentiality of trade secrets or other employer intellectual property. Also reiterate the terms of any noncompete agreement, if applicable.
• Outline the next steps, including things like:
• The practical items like his or her last day and how the employee should proceed with removing personal items from the workstation and returning work items such as keys, electronics, phones, etc.
• The next steps for any benefit continuation or outplacement services.
• How and when the last check and any severance will be paid.
• Your policy (if any) on giving references to former employees.
• Formally end the meeting. This may seem like a lot to cover, but the actual meeting should be fast—around 10 minutes (or less) in total. Do not prolong it.
• Ensure the employee can get home safely. If he or she is unable to drive, help make alternate arrangements.

Don’t forget to document the outcome of the meeting after you’re done, capturing all relevant parts of the conversation for future reference.
 

About Bridget Miller:

Bridget Miller is a business consultant with a specialized MBA in International Economics and Management, which provides a unique perspective on business challenges. She’s been working in the corporate world for over 15 years, with experience across multiple diverse departments including HR, sales, marketing, IT, commercial development, and training.