What to say: "  Name  , I have some difficult news for you. As of today your employment with the company is being terminated." Or "The reorganization of this department has caused your position to be eliminated." OR "Our future direction requires people with skills different from yours." OR "As we have discussed, this is just not working out."

• Get to the point immediately regarding the decision to dismiss - no small talk. The meeting should normally last no more than 5 minutes. Thank the individual for their contribution to the company.
• Ensure the employee is treated with care and respect, retains dignity, is clear on next steps and gets home safely.

When to say it: As early in the week and as early in the day as possible. This allows time for the person to talk things over with the career management consultant and begin seeking professional advice, (e.g., financial, legal, etc) before the weekend.

Ensure that the date is not the employee's birthday, anniversary or a day of other personal significance to the best of your knowledge. Tell the individual about the meeting as close to the time of the meeting as possible. Don't say anything specific about the reason for the meeting, simply say: "Please come into my office for a few minutes." Or: "Please come and meet with me tomorrow at 9:00 a.m." If asked about the agenda, don't lie, but be prepared with an answer such as: "There is something we need to talk about."

Where to say it: The termination meeting should be in a private location away from the employee's office or desk. It should offer the possibility of exiting the building without going through an area where interaction with co-workers might occur.

Respect for the individual's privacy is the most important consideration. After the employee has left the premises, meet with immediate co-workers who will be directly affected (i.e. those to whom people would turn to in the absence of the terminated employee, those that would answer their phone, etc.). Advise other co-workers later that day if possible, but no later than the day after the termination. Do not explain reasons for the termination - simply advise that the person is gone and how the work, calls, etc. should be handled in the interim. All managers involved must know how questions are to be answered

Severance - "To support you in your transition to another employment opportunity, we are (or the company is) giving you a lump sum payment of $XX,000," (or "salary continuance for XX months"). "The details of your severance package are in this letter (in sealed envelope). Once you've had a chance to read it thoroughly, you may have some questions. Please give me or name of human resources contact a call." Consulting legal counsel is recommended in preparing documentation related to severance or termination of employment.

Career Transition Support - In addition to financial support (severance), employers may also elect to provide departing employees with the services of a career transition counselor. Often these services will include:

• Career Assessment and Planning: Assessments to determine career objectives and plans for implementing a focused job search
• Development of a Self Marketing Plan and Networking Strategy
• Resume and Cover Letter Preparation
• Interview Preparation and Practice
• Negotiating the Employment Offer and Successful Transition

The impacted employee's manager should know what items need to be collected, make a list ie: keys, access cards, laptop etc. he/she should ask for these things at the conclusion of the termination meeting. (Note: It is often helpful to prepare a large envelope with your checklist of collectibles labelled on the outside so that all items can be placed into this envelope for safe keeping) The list should also be provided to the career management consultant so they can help with the collection and return of these items. Consideration needs to be given to corporate security. If the individual has access to critical computer systems or sensitive information, it may be best to block their access while the termination meeting is taking place.

The employee should be assured that they do not have to pack up everything right away. An arrangement can be made for the pick-up of personal items some other time, usually after hours. If the employee is going to have some form of working notice, they should be given a precise date as to when the organization expects them to have finished everything and have their personal property removed.

Consider termination best practices as you work through the checklist:

• Employee is treated with care and respect, retains dignity, is clear on next steps and gets home safely
• Company internal and external images are preserved; process is thoughtfully planned and skilfully conducted
• Company legal and ethical responsibilities are fulfilled

Pre Meeting

• Finalize severance package and supporting documents
• Determine benefit coverage and when last paid
• Determine time/location of meeting:
  • never on a Friday (book room if necessary preferably not terminating manager's office, consider privacy)
  • be aware of significant dates i.e. birthdays, anniversary of start date, etc.
• Confirm who will be attending – two company representatives should be there.
• Plan message and rehearse – have written notes.
• Anticipate the reactions of the employee (anger, shock, denial, controlling) and think about your response.
• Notify key individuals in advance (i.e. senior management).
• Decide how departure from building will be handled – provide options if possible.
• Acknowledge your own anxiousness or nervousness – that’s pretty normal.

During Meeting

• Get to the point immediately regarding the decision to dismiss – no small talk.
• The meeting normally should not last more than 5 -10 minutes. Include these key messages:
  • "I have a very difficult message to deliver today."
  • "Your employment is being terminated effective today. Today will be your last day."
  • "We have made this decision after careful study. This decision is final."
• Explain reasons as concisely as you can (the real one – and, do not go into a list of shortcomings).
• Allow time for reaction – listen to the employee but do not react to any accusations or challenges of the employee or defend or justify the decision – simply repeat that the decision has been made and it is final.
• Provide the opportunity for questions and clarification – avoid rehashing or arguing – the decision is firm.
• Hand the letter to the person – explain the terms of severance briefly.
• Emphasize the support being provided (financial support; career transition consulting; cooperation on references).
• Clarify who is contact person for further questions/return of release, etc.
• Advise how computer access/voice mail will be handled.
• Gather keys and other material (security access cards, etc.)
• Discuss options on how personal belongings can be collected (gathered after meeting/sent to home/ arrange to meet later).
• Discuss how the individual will exit – consider options suitable to the individual.
• Bring in the career transition consultant if applicable and introduce the person to employee.
• Try to end the meeting on a positive note; shake hands and wish the person well for the future.

Post Meeting

• Document the discussion at the meeting (your message and their reaction) and place in the individual’s personnel file. This is particularly important in situations where there is some hostility, etc. The written record may be required if any further legal action occurs.
• Cancel computer access, building access and/or other types of access when appropriate. Consider the individual in these decisions.
• After the employee has left the premises, meet with immediate co-workers who will be directly affected (i.e. those to whom people would turn to in the absence of the terminated employee, those that would answer their phone, etc.).
• Advise other co-workers later that day if possible, but no later than the day after the termination. Do not explain reasons for the termination – simply advise that the person is gone and how the work, calls, etc. should be handled in the interim.
• Communicate with external contacts as appropriate – notify reception on how to handle incoming calls.