How to Fire an Employee: A Human Guide to Letting Someone Go

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By Kaitlyn Argus – October 2025

Letting someone go is one of the hardest responsibilities a leader carries. It’s emotional, uncomfortable, and can shape the culture of a company for a long time. But when handled thoughtfully, it can also be a moment of integrity. One that demonstrates fairness, clarity, and compassion.

Before You Move Forward, Pause and Prepare

Before initiating a termination, pause and make sure you’ve done your homework. Review the employee’s history, past feedback, and any company policies or legal obligations. Ask yourself: “Have we been clear, fair, and consistent?”

If the answer is no, it’s not time to move forward yet.

Knowing When It’s Time

It usually becomes clear when you’ve provided direct feedback and support, but nothing changes. If the person either can’t do the job or isn’t willing to, further coaching won’t make the difference.

Reassignment might work if they have strengths the business can actually use — but moving someone just to avoid a tough decision usually backfires.

The Biggest Mistakes Leaders Make

Some of the most common mistakes leaders make when letting someone go include:

  • Dragging it out because they’re uncomfortable.

  • Going into the meeting unprepared and stumbling through it.

  • Saying too much — over-explaining or debating.

  • Forgetting that how you handle one termination sets the tone for the entire team.

Why Documentation Matters

Documentation is essential. It shows you’ve been fair and consistent and protects the company legally.

Document performance concerns, coaching conversations, formal warnings, and any improvement plans. The goal isn’t to build a “case” against someone — it’s to create a clear record of expectations and outcomes.

How to Have the Conversation

A respectful, legally sound termination conversation should be short, direct, and compassionate.

Here’s an example of what that might sound like:

“Thank you for meeting with me. We’ve talked about [specific issues] and despite coaching and support, the expectations haven’t been met. Today will be your last day with the company.”

From there, explain the next steps like the final paycheck, benefits, or transition details. Avoid debate, but allow the person to maintain their dignity.

HR’s Role in the Room

HR should always be present for a termination when possible. They ensure the process is handled legally and respectfully and serve as a witness.

For smaller companies without HR, another leader or manager should be present for accountability.

Timing Matters

Late in the day is often best. It gives the employee privacy and allows them to leave quietly. It also gives them space to process without sitting through the rest of a workday.

Avoid Fridays or right before holidays. These timings can make the experience feel unnecessarily harsh or isolating.

Avoiding the Element of Surprise

No one should be blindsided by a termination. The key is ongoing, honest feedback. If expectations and concerns have been clearly discussed along the way, the final decision shouldn’t come as a shock.

Confidentiality doesn’t mean silence until the end. It means keeping conversations private and appropriate.

Communicating with the Team

Once the decision has been made, communicate promptly and clearly with the team.

Do:

  • Keep it respectful and neutral (e.g., “John is no longer with the company. We wish him the best.”)
  • Focus on what’s next — like how responsibilities will shift or how the team will move forward.

Don’t:

  • Gossip or share unnecessary details.
  • Leave a silence that breeds rumors.
  • Frame it negatively or create fear.

Handling Remote or Hybrid Terminations

Remote employees deserve the same clarity and respect. Ideally, the conversation should happen over video not email or chat. Give them space to react and follow up with written details about next steps.

Plan for logistics, too: equipment collection, shutting down access, and transitioning work often require more coordination.

Leading with Humanity

Firing someone will never be easy and it shouldn’t be. But when done with integrity, it becomes less about ending employment and more about leading with humanity.

It’s not about avoiding hard conversations, t’s about ensuring they’re handled with fairness, empathy, and respect.