The Best Way to Fire an Employee (Hint: It's Not by Email)

I have been involved in too many termination conversations to count. It’s never easy, and it can be tempting to try to ease the pain by just sending the message in an email. But before you write a draft or hit send, rethink this strategy and plan a termination conversation. Here’s why in-person is the best method, and some tips on planning the meeting.

Why Email Is Not the Right Way to Fire Someone

Keep in mind that whenever you send an email, it can be forwarded to anyone with an email address. Your writing could end up as an unflattering story on X, Instagram, LinkedIn, or as content for a YouTube channel.

The recent termination letter sent to Scott Pelley is full of content ready-made for responses. It’s an invitation for people to take sides on social media and in the press, and fuel for plenty of workplace chatter. Maybe CBS wanted a public debate, but would you?

For remote workers or employees who can’t make it into the office, you can have the conversation virtually via a video call or on the phone. The steps are no different and it’s still a better business decision than sending an email.

Guidelines for Terminating an Employee in Person

How to Plan for the Termination Conversation

Take steps to have a business conversation that respects everyone involved:

• Make certain you have all the information about the reason for the termination and know what can be shared with the departing employee.
• Decide who will be present; there should be at least one witness.
• Determine when to cut off access to email, the company server, cell phone, and landline.
• Practice the conversation with the people who will be present.
• Be prepared to take notes that specifically include what the employee says.

The best practice for ending access to the company email and server is while the termination meeting is happening. Coordinate with whoever handles IT. Don’t let an employee arrive at their desk or log on remotely and find they can’t access these work tools. This is another reason why sending an email is a problem: you don’t know when they will read it.

I can tell you about an angry employee who sent a blazing message to the entire team after they were let go and before their email access was ended. I was also called for advice after a terminated employee returned to their desk and downloaded customer files onto a portable hard drive. This gave them the leverage to negotiate terms for their departure before returning the drive.

What to Cover During the Conversation

Turning the conversation to logistics and next steps can be a good transition to a conclusion, including:

• Whether and for how long they will have access after the meeting to email and the company server.
• The date through which the employee will be paid.
• Any benefit days, PTO, vacation or sick days that will be paid out in a final paycheck.
• The date that they will receive a final paycheck. Check your state, some require this paycheck to be sooner than the next regular payday.
• The steps to apply for unemployment. Explain that you don’t make the decision, state UI does. Review your options for contesting unemployment. You may decide to tell the terminated employee that you will not contest a claim.
• The last day they will be covered under company health plans and how they will be receiving communication about continuing coverage.
• Any outstanding expense reporting and steps to submit it, since they won’t have access to the company server.
• Requirements and steps to return any company equipment.

How to Avoid Drama During the Conversation

Anger is a natural reaction to being fired. When you have an in-person conversation, you can prepare for this response. This is your opportunity to explain what led to the termination decision; it was a business decision.

Employment attorneys have sometimes advised me not to give a reason for termination. If you receive the same advice, state that it’s a business decision. Having the conversation in person allows you to then pivot the discussion to logistics and next steps.

How to Respond to Complications That Arise During Termination

A terminated employee’s claim of discrimination should trigger an investigation. If HR is in the room, they can take over this part of the discussion. If not, inform the individual that you will report this claim as required by your policy. Report the claim as soon as possible.

If an employee says something like, “My boss asked me to sleep with her during our trip to Kansas City three months ago. I said no, and I’ve been avoiding her ever since. My performance has slipped. I’ve been absent and I missed all those deadlines because I’m afraid to see her at work,” then the conversation just got more complicated. My reaction in this situation would be to send the employee home and immediately follow the investigation procedures.

Deciding Whether to Terminate After an Event

When an employee violates a bright-line rule, but you are not sure whether it is cause for termination, send them home to give yourself time to investigate and take the steps you need to make an informed decision.

For instance, maybe someone told you Brad closes his door and takes afternoon naps at his desk, and now you caught him in the act. When you are really angry and don’t know the entire story, it is never a good time to fire someone. Paying someone for a few days will cost less than the time it can take to contest a claim as well as the cost of attorney fees and a potential payout.

Thoughtful, Planned Termination Offers the Best Results

I fired a supervisor once who was not performing the oversight responsibilities that went with their role. They were not gracious about the decision. A few weeks later, they came to see me and thanked me for firing them. They explained that the termination taught them a lesson about what they wanted in a job and what they were required to contribute to get there.

I haven’t been thanked for a termination since. I did face an employee who had been described as threatening because they regularly muttered disdain for the company and the team under their breath. The behavior continued after a final warning. A company VP wanted me to send a telegram. I chose to prepare for a termination conversation. The room was full of support, managers, and union representatives, with security waiting outside. The employee left quietly and we never heard from them again.

Termination will never be easy. It shouldn’t be. But when you prepare for and conduct business conversations that resolve a situation, you can avoid ripples that create further disruption.