"How to Fire Someone Properly (The Humane Way)"

Firing people is one of the hardest parts of management. Done poorly, it’s traumatic for everyone and potentially exposes you to legal risk.

Done properly, it’s still difficult—but it can be handled with dignity and clarity.

Be Sure Before You Act

Termination should never be a surprise. Before reaching this point:

Has the employee received clear feedback about performance issues? Have they been given opportunity and support to improve? Is the problem documented? Have you explored whether the issue is fixable?

If someone is genuinely shocked by being fired, you’ve failed as a manager—regardless of whether the termination itself is warranted.

The exception: serious misconduct requiring immediate action.

Prepare Thoroughly

Before the conversation:

Consult HR and/or legal counsel. Ensure you’re following proper process and documentation. Decide on logistics: final pay, benefits continuation, return of equipment, access removal. Prepare what you’ll say (and won’t say). Plan the timing—earlier in the week, earlier in the day is generally kinder than Friday afternoon. Arrange for privacy. This conversation should not be overheard.

The Conversation

Keep it brief, clear, and humane:

Get to the point quickly. “I need to let you know we’ve decided to terminate your employment.” Don’t bury this in small talk.

Be clear on the reason. “This is due to ongoing performance issues we’ve discussed in previous meetings.” Don’t invent additional justifications.

Don’t debate or negotiate. The decision is made. Extended discussion just prolongs pain for everyone.

Explain practical next steps. Final pay, benefits, reference policy, equipment return, exit process.

Treat them with dignity. They’re losing their job—this is a significant life event. Being cold or dismissive is unnecessary cruelty.

What Not to Do

Don’t apologise excessively. You can express that it’s difficult without undermining the decision or suggesting it might be wrong.

Don’t offer false hope. “Maybe we can revisit this” when you know you won’t is cruel.

Don’t make it about you. “This is so hard for me” shifts focus inappropriately.

Don’t blame others. “HR/the board made me do this” is cowardly. Own the decision.

Don’t speak ill of them to the team after. Explain simply that the person has left and move forward.

Legal Protection

Document everything. Keep records of performance issues, feedback given, and improvement opportunities offered.

Stick to facts in the termination conversation. Don’t editorialize or get drawn into arguments.

Be consistent. Apply standards equally across the organisation.

Consult professionals when uncertain. Employment law varies by jurisdiction, and mistakes are expensive.

After the Conversation

Immediately handle logistics: remove system access, communicate appropriately to affected colleagues, redistribute workload.

Check in with the team. They’ll have concerns and questions. Address them professionally without oversharing details.

Reflect on what happened. Was there a hiring failure? A management failure? An unavoidable mismatch? Learn from it.

The Human Element

Remember that being fired is genuinely traumatic for most people—financially, professionally, and emotionally.

Being clear and direct is kind, not cruel. Dragging things out, being vague, or sending mixed signals extends suffering.

Offering practical support is appropriate: reasonable notice, reference availability, even outplacement assistance for senior roles.

Treating someone with dignity on the way out doesn’t weaken your position or suggest the decision was wrong. It reflects who you are as a leader.

The Ongoing Relationship

Your former employee will talk about how you handled their departure. They’ll tell friends, post on Glassdoor, perhaps encounter your company again professionally.

Handling terminations well protects your reputation, your employer brand, and your own sense of integrity.

Even in the worst circumstances, you can end employment relationships in a way you’d be comfortable defending publicly.