Handling Employment Terminations

PAULA FULGHUM • March 31, 2025

Letting an employee go is never easy.

It’s one of the hardest things employers like you have to do.

However, if you’ve got a situation on your hands and you know deep down it’s time — here are some tips on how to manage the process so that when all is said and done, you’ll have a clear conscience and confidence that you’ve done the right thing for your team:

Never fire on the spot.

t’s never wise to terminate an employee on-the-spot without any inquiry, discussion, or discipline — no matter how severe the offense is. If necessary, issue a leave of absence pending a further investigation. This will give you time to review the situation carefully.

Delaying the conversation makes it harder for everyone.

Firing should be the final step in a fair and open process that began long before the actual termination talk — and there should be paperwork to prove it. Dick Grote, a management consultant in Dallas, Texas, and author of How to Be Good at Performance Appraisals says, “Managers rarely regret acting too quickly on a termination, but they have regretted waiting too long.”
Lean on your HR department. Although you’ll be the one sharing the hard news, lean on the support and guidance of your HR team since 1) they have a fuller picture of the employee’s situation, and 2) it’s more comfortable (and legally astute) to have someone from HR attend the meeting.

Consult an employment attorney.

It may be a good idea to consult an employment attorney — especially if an employee is in a protected class, has a known health condition or disability, has taken medical leave, or if there is suspicion of harassment.

Be brief, to the point, and keep the meeting short.

Before the meeting, plan out what you’ll say and make sure you’re clear on your reasons for termination. Keep the meeting short and share the news clearly and quickly. Be available for future conversations if your employee needs clarification or has questions — but keep the initial meeting brief for everyone’s sake.

Be the last one to leave the room.

Be the last one to leave the room. It’s tempting to want to leave the room as soon as possible and let HR handle the rest. Grote disagrees with this approach. “Leadership demands compassion,” he says. Staying in the room is your responsibility and quite simply the right thing to do.

Circle up with your team.

After your colleague has left, circle up with the rest of your team (the ones most affected by the termination) to address the matter. The rumor mill is likely on overdrive but refrain from revealing the reasons behind your decision. Not only is that information confidential, but it also hurts culture and company morale. Do share encouragement for the short term and vision for the long term.

Give yourself grace.

 Letting someone go takes a toll on you, so give yourself time to walk through your thoughts and emotions. It’s normal to feel distracted and down for a few days afterward.

Spread the word!

By Paula Fulghum August 18, 2025
Generational Workforce Dynamics
By Paula Fulghum July 21, 2025
I’ve seen a lot of job postings lately for small to medium sized companies looking for an HR Director or Manager. Then, when you get into the details, it shows they are the sole person doing HR for the company- or maybe have an assistant. Does this mean they have a payroll department and/or a benefits department? That’s typical in large companies. Not typical in smaller ones that only have the budget for party of one. What’s eye catching for me is now this person is IT. One man band. Key holder to it all. What’s interesting for me is that HR people are like ice cream flavors- we all have our favorite. Is that flavor strategy? Is it training? Is it compliance? Is it recruiting? Is it payroll? Is it benefits? Neapolitan only has 3 flavors. Once you get past 3, you can’t really taste what’s in the ice cream anymore it’s really more of a mess. HR is much like this messy ice cream. One person isn’t good at it all and if they are they are one in a million & a small business can’t afford them. Or if they can- they won’t last long because that person will be bored in a heart beat. And if they are a good leader of a department and don’t have these detailed skill sets & delgate well- that’s great- but when your company is smaller- who are they going to delgate to? See the conundrum? I enjoy chocolate & peanut butter ice cream. It’s two flavors, I can taste both & I can rely on that. If you start adding in scoops of other flavors it gets a little muddy. But that’s OK- I have an entire team who’s good at what I’m not and I can have them jump in at any time. When you are party of one- that’s not possible. So if you are smaller but want more flavors, HR outsourcing is really the way to go. You get the best of both worlds at a fraction of the cost of a full time salary of one. And you don’t have to worry that your HR person doesn’t like strawberry ice cream when trouble happens and strawberry is the only flavor that will do.
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We have clients in multiple industries with their own unique cultures and operational structures. We respect and honor that. We report to our clients and don’t accept commission from insurance providers.

Contact Information

A black phone icon.

864.541.7809

info@innovatehr.com

PO Box 8871 Greenville, SC 29604

Hours of Operation

Monday - Friday: 8:30am-5:00pm

Social Media

© 2018-2025 innovateHR™

Website Design by Wonder

We have clients in multiple industries with their own unique cultures and operational structures. We respect and honor that. We report to our clients and don’t accept commission from insurance providers.

Social Media

Contact Information

Hours of Operation

A black phone icon.

864.541.7809

info@innovatehr.com

PO Box 8871 Greenville, SC 29604

Monday - Friday: 8:30am-5:00pm

@ 2018-2025 innovateHR™

Website Design by Wonder