Are you ready to make the decision?

Write down the actual business reason before drafting a termination letter. Ask another responsible person to read it alongside the evidence. If the explanation keeps changing, investigate the gaps before scheduling a final meeting.

Termination of employment means the end of the employment relationship. It can include resignation, dismissal or a layoff; the terms do not all describe the same circumstances. See the basic definition of termination, without relying on that overview for local legal rules.

Separate the problem from your frustration

Replace descriptions such as “bad attitude” with the specific conduct you want reviewed. Identify the expectation, what happened and how you know. Include the employee's explanation rather than recording only the manager's conclusion.

Hypothetical example: an online shop owner wants to dismiss an assistant after several customer complaints. Before deciding, review the messages, assigned workload and response instructions. Ask whether the complaints concern the assistant's choices, unclear directions or something still unresolved.

SHRM recommends communicating expectations, applying standards consistently and offering an opportunity to correct problems where possible. It does not provide one universal warning schedule: performance and policy checks.

If expectations were vague, start with a structured employee performance review. If the immediate trigger was an argument, use the workplace conflict guide to organize the unresolved issues before deciding what follows.

What should your decision file contain?

Build a short file that another reviewer can understand without hearing your entire history with the employee. Keep original records and label later summaries accurately. Do not rewrite earlier feedback to make it sound more critical.

SHRM warns against last-minute documentation and recommends manager involvement in recording performance. Its guidance also calls for checking the proposed decision against company practice: documentation responsibilities.

Use a factual note format

For each issue, record the date, expected task, observed result, source of information, employee response and agreed follow-up. Separate something you witnessed from something another person reported. Leave an unanswered question open rather than filling it with an assumption.

Hypothetical example: a marketing coordinator sends an unapproved discount offer. Record the offer, the approval instruction and the coordinator's explanation. Avoid adding unrelated opinions about enthusiasm, personality or loyalty.

Ask your employment adviser to examine any concerns involving leave, workplace complaints or other protections before proceeding. SHRM specifically includes these areas in its preparation questions: pre-meeting review questions. Treat that review as a real decision point, not a signature collected after everything is settled.

How should you prepare notice, pay and the letter?

Get the arrangements checked before promising a date or amount. Give payroll and your adviser the same proposed reason and employment details. Ask them to identify unresolved questions in writing.

Keep separate payment lines

Request an itemized worksheet covering earned pay, any leave balance requiring review, notice arrangements, possible severance and other contractual payments. Ask which items apply, how each is calculated and when payment should occur. Do not treat this worksheet as a statement that every category is automatically payable.

For severance pay basics, start by asking whether a payment is required, contractually promised or being proposed separately. Ask the adviser to explain any conditions before presenting an offer. Avoid making payment promises during an emotional conversation.

SHRM recommends preparing final pay and checking the applicable timing rules. Its example refers to US state rules, so confirm the relevant requirements where your employee works: final payment preparation.

Prepare an involuntary termination letter for review

• Identify the employer, employee and proposed effective date.
• State the verified reason using language consistent with the decision file.
• Describe checked notice and payment arrangements.
• Give a contact for questions and any applicable review process.
• Include practical instructions for returning equipment and receiving documents.

Use that list as a drafting brief for local review. Keep acknowledgement of receipt separate from agreement with the contents. If a position is being eliminated, ask for a review of the selection and consultation process before presenting the outcome as final.

What should happen in the termination meeting?

Choose a private setting, arrange cover for interruptions and agree who will speak. Prepare a short opening and the documents the employee will receive. Keep the conversation focused on the decision and practical next steps.

SHRM recommends a clear, courteous explanation and protecting the person's privacy. Its advice also supports having another person present: conducting the conversation.

A short opening to adapt

Hypothetical script, after the required process is complete: “We have decided to end your employment for the reason set out in this document. The effective date is [verified date]. I will explain the payment arrangements, your contact for questions and what happens with your current work.”

Pause after the opening. Let the person read and ask questions. Do not soften the message with promises about future work, references or compensation that you have not agreed and checked.

A termination meeting checklist

• Explain why each participant is present.
• State the decision and verified reason plainly.
• Walk through the documents without rushing the employee.
• Record questions you cannot answer and assign a response owner.
• Explain the next contact and handover arrangements.

Use a second participant to take accurate notes, not to overwhelm the employee. Check separately whether local procedures require a representative or another form of participation. A witness recommendation does not establish a universal legal rule.

If the employee presents important new evidence, record it and seek advice on whether the process needs to pause. Avoid turning “the decision is final” into a refusal to hear a material correction. Write the meeting note promptly and distinguish what was said from your interpretation.

How do you handle access, customers and the team?

Assign an owner to every unfinished task before the employee leaves. Coordinate account changes with the confirmed timing and document the handover. Keep personal belongings and company property on separate lists.

Build a practical handover sheet

Use columns for the task, current status, next deadline, file location and new owner. For customer work, record the next action rather than copying the employee's entire inbox into a shared folder. Give your technical contact a specific list of business accounts to review.

Hypothetical team message: “Jordan has left the business. Maya will handle open orders, and Sam will coordinate supplier questions. Please send any unassigned work to me today.” Keep the reason out of the announcement; SHRM recommends maintaining confidentiality around termination: privacy during separation.

If you offer an exit interview, meaning a separate conversation about the person's experience, explain its purpose and invite participation. Keep it distinct from communicating the dismissal. Do not turn the handover into a demand for praise or agreement.

Review the remaining team's workload using the employee motivation guide. Before recruiting, revisit the role and use the small business hiring guide to prepare clearer expectations.

If appropriate, offer the departing employee the first-week job-loss guide as optional reading. Keep practical support separate from the person's outstanding payment or procedural questions.

What can you complete this week?

Make the goal a reviewed preparation file, not a rushed dismissal. Set a responsible person and completion point for each unresolved item. Use this sequence to organize the work.

1. Check the reason. Write it plainly and attach the evidence supporting it.
2. Review the gaps. Gather the employee's response and identify missing records.
3. Confirm arrangements. Obtain advice on procedure, dates, documents and payment.
4. Rehearse the conversation. Practice the opening and how you will handle unanswered questions.
5. Prepare continuity. Assign customer work, equipment collection and account administration.