How to let someone go in a workplace: Examples and best practices to help part on good terms

Letting someone go at work can feel as daunting as dealing with the fallout from a viral tweet gone wrong—nobody wants to do it, but sometimes it's necessary to move forward.

You don’t want it to turn into a messy public breakup as we've seen in influencer feuds; instead, aim for a mutual unfollow where both sides can part ways respectfully.

In this article, we’ll dive into examples and talk about best practices that can help you handle these tough situations with the same finesse as a well-crafted tweet, ensuring that you both leave the relationship on good terms and avoid any unnecessary drama.

The difficult decision: Why should you want to let go of an employee

Letting go of an employee is never an easy decision, but sometimes it is necessary for the overall health and success of the organization. Understanding when and why this difficult decision to let go of someone should be made can help leaders navigate the process with clarity and confidence.

• Performance issues: If an employee consistently fails to meet performance expectations despite receiving support and feedback, it may be time to consider termination. Poor performance can drag down team productivity and morale, ultimately affecting the organization’s bottom line.
• Cultural misalignment: An employee whose values or behavior conflict with the organization’s culture can create tension and disrupt team cohesion. Letting go of someone who doesn’t fit the company culture can be crucial to maintaining a positive work environment.
• Lack of growth potential: If an employee shows little or no potential for growth or improvement, and is not adapting to new roles or responsibilities, it may be necessary to part ways. This ensures that the organization remains dynamic and competitive.
• Toxic behavior: Toxic behavior, such as bullying, harassment, or negativity, can poison the workplace. Removing a toxic employee can restore harmony and protect other team members from a harmful environment.
• Organizational changes: Restructuring, downsizing, or shifts in business strategy may necessitate letting go of employees whose roles are no longer aligned with the organization’s needs. This helps streamline operations and allocate resources more effectively.

What does it mean to let someone go at work?

Letting someone go at work involves terminating an employee’s employment due to various reasons such as underperformance, behavioral issues, or organizational restructuring. This decision is typically made when an employee no longer aligns with the company’s objectives or becomes a detriment to team dynamics and overall productivity.

The process must be handled with care, adhering to legal and company policies to ensure fairness and transparency. To let go of someone is often considered a last resort after exploring other options like additional training, performance improvement plans, or reassignment. The goal is to protect the organization’s health and maintain a positive work environment for the remaining employees.

While difficult, letting someone go eventually can be necessary to preserve the company’s culture, uphold standards, and ensure that the team remains focused and productive, ultimately contributing to long-term business success.

How to let someone go at work, gracefully?

Letting someone go at work is a challenging task that requires careful planning, sensitivity, and adherence to legal and ethical standards. It’s important to handle the process with professionalism to minimize the impact on the individual and the organization. Here are key steps to follow:

• Prepare documentation: Before the meeting, gather all relevant documentation, including performance reviews, written warnings, and records of any disciplinary actions. This ensures you have a clear, factual basis for the decision and can provide evidence if necessary.
• Plan the meeting: Choose an appropriate time and private location for the conversation. It’s best to avoid Fridays or the end of the day, as this can leave the employee feeling isolated without immediate support.
• Be clear and direct: During the meeting, communicate the decision clearly and directly. Avoid using ambiguous language. Explain the reasons for the termination based on documented evidence, and avoid personal judgments or unnecessary details.
• Offer support: Provide information about any severance packages, benefits, and outplacement services available to the employee. Offering support can help ease the transition and demonstrate that the decision was made with care.
• Handle logistics: After the meeting, ensure that the employee’s access to company systems is promptly disabled, and arrange for the return of company property. Be respectful in handling the employee’s departure to maintain professionalism.
• Communicate with the team: After the termination, communicate with the remaining team to address any concerns and reassure them of the organization’s stability and direction. This helps maintain morale and trust within the team.

9 Reasons to let go of an employee at work

Deciding to let go of an employee is a difficult but sometimes necessary decision for maintaining the health and productivity of an organization. Here are nine key reasons why this step might be required:

1. Repeated breach of confidentiality: Protecting sensitive information is crucial. An employee who repeatedly breaches confidentiality agreements poses a significant risk to the organization, justifying immediate dismissal.
2. Inability to adapt to change: An employee who resists change or fails to adapt to new processes, technologies, or strategies can hinder the organization’s growth and agility, making it necessary to part ways.
3. Negative attitude: A consistently negative or toxic attitude can spread to other team members, leading to decreased morale and productivity. Removing the source of negativity can help restore a positive work environment.
4. Repeated violations of company policy: Continuous disregard for company policies, such as attendance, dress code, or safety regulations, can undermine authority and disrupt operations, warranting termination.
5. Lack of integrity: Dishonesty, fraud, or unethical behavior can severely damage an organization’s reputation and trust. Such actions are grounds for immediate dismissal.
6. Failure to collaborate: An employee who cannot work effectively with others can disrupt team dynamics and impede progress on projects, making it necessary to consider termination.
7. Absenteeism: Frequent, unexplained absences can affect productivity and burden other team members, indicating that the employee may not be committed to their role.
8. Insubordination: Refusal to follow reasonable instructions from supervisors or management can create a disruptive work environment and is often grounds for dismissal.
9. Frequent conflicts with colleagues: An employee who is often involved in disputes or conflicts with colleagues can create a hostile work environment, affecting overall team cohesion and productivity.

Role of managers in letting someone go at work

Managers play a crucial role in the process of letting someone go at work, as they are often the ones who have the most direct interaction and relationship with the employee and understand the team dynamics. Their involvement in the process to let go of someone is key to ensuring that the process is handled professionally, ethically, and in a way that minimizes disruption.

• Assessment and documentation: Managers are responsible for assessing the employee’s performance, behavior, and fit within the team. They must document instances of underperformance, misconduct, or other issues, providing a clear and factual basis for the decision to terminate employment.
• Communication with HR: Managers must collaborate closely with the HR department to ensure that the termination process follows legal guidelines and company policies. This includes discussing severance packages, exit interviews, and any support provided to the departing employee.
• Conducting the termination meeting: Managers are typically the ones who deliver the news to the employee. This requires them to communicate clearly, respectfully, and empathetically, explaining the reasons for the decision and outlining the next steps.
• Supporting the team: After the termination, managers need to support the remaining team members, addressing any concerns and maintaining morale. It’s essential for managers to be transparent (without breaching confidentiality) and to reassure the team about the stability and direction of the organization.
• Learning and improvement: Finally, managers should reflect on the termination process to identify any lessons that can be applied in the future. This could involve improving the hiring process, refining performance management practices, or providing better support to employees to prevent similar situations.

How to tell an employee you're letting them go: Top 7 best practices to follow

Telling an employee that they are being let go is one of the most challenging tasks a manager can face. However, by following best practices, the process can be handled with professionalism, empathy, and clarity. Here are the top seven best practices to follow when you are to let go of someone:

1. Prepare thoroughly: Before the meeting, ensure you have all necessary documentation, including performance records, disciplinary actions, and any legal considerations. This preparation allows you to present clear reasons for the termination and protects the organization from potential disputes.
2. Choose the right setting: Conduct the conversation in a private, neutral space where confidentiality is maintained. Avoid public areas or locations that might cause embarrassment to the employee.
3. Be direct and clear: When delivering the news, be straightforward and avoid using ambiguous language. Clearly explain the reasons for the termination, referencing the documented issues without being overly detailed or emotional.
4. Show empathy: Recognize that this is a difficult moment for the employee. Express empathy and understanding, but remain professional and focused on the task at hand.
5. Discuss next steps: Outline what will happen next, including the employee's last day, severance details, benefits, and any support services the company may offer, such as outplacement assistance.
6. Allow the employee to respond: Give the employee time to process the information and ask questions. While it’s important to remain firm, listening to their concerns can help ease the transition.
7. Follow up in writing: After the meeting, provide a written summary of the conversation, including key points discussed and any agreed-upon next steps. This ensures that both parties have a clear understanding of the situation and prevents misunderstandings.

How to let an employee go on good terms?

Letting an employee go on good terms is a delicate process that requires careful planning and consideration. Here are some unique strategies to let go of someone to ensure the departure is handled with respect and professionalism:

• Involve the employee in the process: If appropriate, involve the employee in the transition plan. For example, allow them to help determine how their responsibilities will be handed over. This inclusion can give the employee a sense of control and dignity during the process.
• Provide a positive reference: If the employee’s performance has generally been good but circumstances require their departure, offer to provide a positive reference. This can help the employee in their job search and leaves a lasting impression of support from the organization.
• Recognize their contributions publicly (If appropriate): Consider acknowledging the employee’s contributions in a team meeting or through a company-wide communication (with their consent). This can help the employee feel valued and respected, even as they transition out of the company.
• Create an exit interview focused on growth: Use the exit interview as an opportunity to gain constructive feedback and to highlight the employee’s strengths. This approach shows that the organization values their perspective and remains open to learning and improvement.
• Celebrate their achievements: If the situation allows, organize a small farewell gathering or offer a token of appreciation to celebrate the employee’s time with the company. This gesture can help them leave on a positive note and reinforce the goodwill between them and the organization.
• Encourage networking opportunities: Facilitate introductions or provide recommendations within your professional network. Helping the employee make connections for their next career move shows ongoing support and can leave a lasting positive impression.

What not to do when letting someone go as a manager?

Letting someone go is a sensitive task that requires careful handling to ensure the process is fair, respectful, and legally compliant. As a manager when you decide to let go of someone, there are several critical missteps to avoid when carrying out this difficult responsibility. Here are key points on what not to do when letting someone go:

• Avoiding proper documentation: Failing to document performance issues, disciplinary actions, and the reasons for termination can lead to legal complications and challenges. Always ensure that there is a clear, documented history that supports the decision.
• Delaying the decision: Prolonging the inevitable can cause more harm than good. Delaying the termination can lead to decreased team morale, reduced productivity, and further complications. Once the decision is made, it should be acted upon promptly and decisively.
• Being vague or indirect: When delivering the news, avoid using unclear or ambiguous language. Being vague about the reasons for termination can cause confusion and lead to unnecessary conflict. It’s important to be clear, direct, and honest about why the decision is being made.
• Showing a lack of empathy: Letting someone go is a difficult experience for the employee. Showing a lack of empathy or compassion can damage the employee’s perception of the organization and lead to negative word-of-mouth. Approach the conversation with sensitivity and understanding.
• Discussing the termination publicly: Discussing the details of the termination with other employees or publicly can lead to gossip, a toxic work environment, and potential legal issues. Always maintain confidentiality and professionalism throughout the process.
• Overlooking the legal aspects: Ignoring legal requirements or not consulting with HR before the termination can result in lawsuits and legal complications. Ensure that all actions are in compliance with employment laws and company policies to protect both the organization and the employee.

Letting someone go in a virtual meeting: Do's and don'ts

Letting someone go in a virtual meeting requires special considerations to ensure the process is handled professionally and respectfully. Here are the specific dos and don’ts to follow in a virtual context when you plan to let go of someone:

Dos:

• Set clear expectations before the meeting: Let the employee know that the meeting will be an important discussion without revealing too much detail. This prepares them for a serious conversation without causing undue anxiety.
• Use a professional background: Ensure that your virtual background is neutral and professional. Avoid any personal or distracting elements that might make the conversation feel less formal or respectful.
• Practice active listening: In a virtual setting, it’s easy to miss non-verbal cues. Make a conscious effort to listen actively, acknowledge the employee’s concerns, and offer verbal reassurances when appropriate.
• Provide detailed next steps digitally: After the meeting, ensure all necessary documents and resources, such as severance agreements and outplacement support information, are promptly sent via email. Digital follow-up ensures clarity and provides the employee with immediate access to necessary information.

Don’ts:

• Avoid scheduling at inconvenient times: Be mindful of time zones and personal schedules when setting the meeting time. Scheduling during off-hours or at the end of the day can leave the employee feeling isolated and unsupported.
• Don’t use casual language or tone: Virtual meetings can sometimes lead to a more casual tone, but it’s important to maintain a formal and respectful demeanor throughout the conversation.
• Avoid immediate disconnection post-meeting: After delivering the news, don’t abruptly end the call. Allow time for the employee to ask questions and express their thoughts. Ending the call too quickly can seem dismissive.
• Don’t overlook personalization: Even though the meeting is virtual, take the time to personalize your communication. Mention the employee’s specific contributions and express genuine gratitude for their work. This helps soften the impact of the termination and shows that the organization values their efforts.

15 Examples with scripts to help let go of someone in the workplace

Letting go of an employee is one of the most challenging tasks for a manager. To ensure the process is handled with professionalism and compassion, having well-prepared scripts can be extremely helpful. Here are 15 examples with scripts to guide you through different scenarios:

1. Performance-based termination: Script: “John, we’ve had several discussions about your performance over the past few months, and unfortunately, we haven’t seen the improvement needed to meet the role’s requirements. After careful consideration, we’ve decided to move forward with terminating your employment.”
2. Cultural misalignment: Script: “Jane, we’ve noticed that there seems to be a misalignment between your approach and our company’s core values, which has affected team dynamics. It’s important for us to maintain a cohesive culture, so we’ve decided to end your employment here.”
3. Restructuring or downsizing: Script: “Mark, due to the restructuring of our department, your role has been impacted. This decision is not a reflection of your performance, but rather a necessary change for the company. We will provide support as you transition.”
4. Failure to meet probationary period expectations: Script: “Sarah, as you know, the probationary period is designed to assess fit within the team and role. Unfortunately, we’ve determined that this position isn’t the right fit, and we’ll be ending your employment effective immediately.”
5. Redundancy due to technological changes: Script: “Alex, as our company evolves, we’ve had to make some difficult decisions regarding roles that have become redundant due to new technologies. Regrettably, your position is one of them, and we will need to terminate your employment.”
6. Misconduct or policy violation: Script: “Tom, we’ve thoroughly investigated the recent incidents, and it’s clear that there has been a serious violation of our company policies. As a result, we have no choice but to terminate your employment immediately.”
7. Lack of role-specific skills: Script: “Emily, after evaluating your performance, we’ve concluded that your current skill set doesn’t align with the needs of this role. While we appreciate your efforts, we need to terminate your employment and encourage you to pursue opportunities that better fit your strengths.”
8. Chronic absenteeism: Script: “Kevin, we’ve discussed your attendance record several times, and unfortunately, it hasn’t improved to the level required. Due to the impact on the team and operations, we’ve decided to terminate your employment.”
9. Insubordination: Script: “Rachel, after multiple instances of insubordination and refusal to follow direct instructions, we’ve come to the difficult decision to end your employment. This behavior doesn’t align with our expectations for team collaboration.”
10. End of temporary contract: Script: “James, your temporary contract was set to expire at the end of this month, and after reviewing our current needs, we’ve decided not to extend it. We appreciate your contributions during your time with us.”
11. Job elimination: Script: “Lisa, due to recent changes in our organizational structure, your role has been eliminated. This decision wasn’t made lightly, and we will do our best to support you during this transition.”
12. Poor fit with company culture: Script: “Sam, we’ve observed that your working style doesn’t quite align with our company culture. After much consideration, we’ve decided to part ways. We believe this will be best for both you and the organization moving forward.”
13. Personal conduct issues: Script: “Anna, there have been ongoing concerns regarding your conduct outside of work that have started to impact our company’s reputation. As such, we’ve decided to terminate your employment effective immediately.”
14. Position no longer needed due to strategic shift: Script: “Michael, as our company shifts focus strategically, your role has become less aligned with our goals. Unfortunately, we’ve decided to eliminate this position and will be ending your employment.”
15. Unresolvable conflict with team members:Script: “Jessica, despite efforts to mediate and resolve ongoing conflicts with your mutual friends and team members, we haven’t been able to achieve a satisfactory outcome. We’ve decided that it’s in the best interest of the team and company to terminate your employment.”

Aftermath of letting go of your employee and how to deal with it

The aftermath of letting go of an employee can significantly impact both the manager and the remaining team members. It’s crucial to handle this period with care to maintain morale, productivity, and a positive workplace culture. Here are key strategies to effectively manage the aftermath when you've had to let go of someone:

• Communicate transparently with the team: After the employee’s departure, address the team promptly. Provide a clear and concise explanation of the situation without breaching confidentiality. Transparency helps to reduce uncertainty and rumors, keeping the team focused and reassured.
• Reassess workload distribution: Evaluate the tasks previously handled by the departing employee and redistribute them among the team. Ensure that this transition is managed smoothly, with additional support provided where necessary to avoid overburdening the remaining staff.
• Support emotional well-being: Recognize that the departure of a colleague can affect the team emotionally. Offer support through one-on-one meetings, encourage open dialogue, and consider providing access to counseling services if needed. Acknowledging the emotional impact can foster a supportive environment.
• Maintain team morale: To prevent a dip in morale, engage the team in positive activities, such as team-building exercises or informal gatherings. Reaffirm the team’s value and contributions to the organization’s success, reinforcing their importance to the company.
• Reflect and learn: Take time to reflect on the process and identify any lessons learned. Consider what could have been done differently, from performance management to communication strategies, and apply these insights to future situations. This continuous improvement approach can enhance leadership effectiveness.
• Reaffirm organizational goals: Reiterate the company’s vision and goals to refocus the team’s efforts on the future. This helps realign the team with the organization’s objectives, ensuring continued progress toward shared goals.

Significance of employee feedback surveys after letting an employee go

Employee feedback surveys play a crucial role after the departure of an employee, providing essential insights into the team's well-being and the organization's overall environment. These surveys help management understand the impact of the termination on the remaining staff, allowing them to address concerns and maintain a positive workplace culture.

Conducting feedback surveys after letting an employee go is vital for gauging team morale. Understanding how the remaining employees feel can help identify any underlying anxieties or feelings of dissatisfaction that may have arisen due to negative emotions due to the termination. This knowledge enables management to take proactive steps to rebuild confidence and ensure that morale remains strong.

Feedback surveys can highlight communication gaps that may have contributed to the employee's departure. By identifying and addressing these gaps, organizations can improve internal communication strategies, ensuring that all employees feel informed and supported. This is especially important in maintaining a healthy relationship of transparency mutual respect and trust within the team.

These surveys provide valuable insights into the effectiveness of leadership during the termination process. Understanding how the decision was perceived by the team allows for the refinement of leadership practices, ensuring that future terminations are handled with greater sensitivity and professionalism.

Overall, employee feedback surveys are instrumental in fostering a culture of continuous improvement, ensuring that the organization remains responsive to the needs and concerns of its employees.

Role of exit surveys in making sure a smooth transition after the employee leaves

Exit surveys play a pivotal role in ensuring a smooth transition after an employee leaves, offering critical insights that can enhance organizational effectiveness and employee satisfaction. By gathering candid feedback from departing employees, exit surveys help identify underlying issues that may have contributed to their decision to leave. This feedback is essential for addressing systemic problems, improving workplace culture, and refining management practices.

Exit surveys are instrumental in enhancing the onboarding process for new hires. If gaps in training or unclear job expectations are identified as reasons for employee turnover, organizations can adjust their onboarding programs to better prepare future employees, ensuring they integrate smoothly into their roles.

Exit surveys help in retaining remaining talent by highlighting areas where the organization can improve, such as compensation, benefits, or work-life balance. Understanding these factors allows for strategic adjustments that align more closely with employee needs, reducing future turnover.

Moreover, exit surveys can reveal gaps in the knowledge transfer process, ensuring that departing employees effectively pass on their responsibilities. This minimizes disruptions and maintains operational continuity, contributing to a seamless transition and a more resilient workplace.

Conclusion

In the end, letting someone go doesn’t have to feel like the emotional moment when Michael Scott leaves The Office—a significant change, but not the end of the story. Just as the show continued to thrive after Michael’s departure, with the team adapting and finding new ways to succeed, you can ensure that your organization remains strong and resilient by handling the departure with care and professionalism.

By following best practices and communicating with empathy, you can make sure both you and the employee part ways on good terms, allowing for a positive transition. The story doesn’t end when the employee walks out the door.

Conducting an exit survey can provide valuable insights that help you improve your leadership and workplace culture. Tools like CultureMonkey can be your sidekick in gathering that crucial feedback, helping you keep your team engaged and your company culture thriving long after the credits roll.

FAQs

1. Why is it important to handle an employee’s departure with care?

Handling an employee’s departure with care is essential to preserving a positive workplace culture and protecting the company’s reputation. It ensures that remaining employees maintain morale and reduces the risk of negative impacts on productivity. Additionally, treating departing employees with respect helps maintain professional relationships, which could be beneficial for future collaborations or rehiring opportunities.

2. What role do exit surveys play after letting someone go?

Exit surveys provide critical insights into why an employee is leaving and offer feedback on workplace culture, management, and overall job satisfaction. This data helps organizations identify areas for improvement, refine their retention strategies, and enhance the work environment for current and future employees. Understanding these factors is key to reducing turnover and improving organizational practices.

3. How can exit surveys benefit the remaining team?

Exit surveys can reveal issues that affect the remaining team, such as communication problems or workload imbalances. By addressing these concerns, management can boost team morale, prevent further turnover, and enhance overall productivity and job satisfaction among employees. This proactive approach ensures that the workplace remains supportive and efficient, fostering a motivated and cohesive team.

4. What should managers avoid when letting someone go?

Managers should avoid being vague, rushing the conversation, or showing a lack of empathy. It’s crucial to offer clear reasons, legal considerations, and support during the termination process, including any severance details. Publicly discussing the termination or mishandling the situation can lead to legal issues, harm the company’s reputation, and damage workplace morale and trust among remaining employees.

5. How can organizations maintain culture after an employee leaves?

Organizations can maintain a strong culture by conducting exit surveys, addressing feedback, and reinforcing shared values with the remaining team. Transparent communication and leadership support are vital to ensuring the company culture stays positive and resilient during transitions. This approach helps the team navigate change while upholding the organization’s core values, morale, and long-term employee engagement.