Timing. There are two schools of thought on when to terminate an employee. One group suggests that employees be terminated at the end of the work week. Terminating employees who deal with company funds, sensitive material, or valuable company assets at the last possible moment is often the safest way to protect the organization. Workers facing termination can act in irresponsible ways that are motivated out of anger and disillusionment. This is certainly possible with employees who have not anticipated separation. The opposing school of thought proposes that employees be given appropriate notice of impending termination. This gives the employee a small duration of time to begin to seek other employment before wages cease and perhaps more importantly, it gives employees time to make the emotional separation of leaving friends and coworkers. The importance of these relationships should not be underestimated and giving workers time to say goodbye can mitigate the depression and anger that frequently follow loss of employment. Each situation should be examined on a case by case basis and where security issues allow, employees should be given some amount of notice.

Documentation. Just as you document the events leading up to termination, the interview itself must be well documented. Many managers find a checklist or notes helpful to keep the interview focused and on target. The exact time and date of the interview, persons in attendance, and location should be noted. Also, any documents presented to the discharged employee such as performance appraisals, severance information, and disciplinary forms should be copied and attached to the manager’s notes. Reasons for discharge should be put in writing and a copy of such should be given to the employee. Failure to put reasons for termination in writing can be the source of confusion, recrimination, and future litigation. Many employers give employees an opportunity to comment in writing during the exit interview. The value of this is debatable but many employees find this practice comforting and empowering. However, this option often merely leads to vague accusations and name calling. Unless your organization conducts internal inquiries and follow up tracking of discharged workers, asking for written comments should probably be omitted.

Don’t argue. Even when workers anticipate separation, this process is rarely without strong emotions. These emotions range everywhere from fear and sadness to rage and panic. As a manger it is your job to allow an employee the opportunity to vent these emotions within reasonable parameters. Often, when a manger is confident in their decision and sensitive to employee’s feelings they can set the tone of the interview. Care should be taken to use a calm and responsive tone of voice and avoid feeding an employees anger. This is not the time to argue every point and set blame. It is hard to avoid becoming angry when being confronted with such strong emotions that often become very personal. But by remaining calm, a manager can control the content of the interview and keep it focused on the facts at hand. It is essential that the agenda you have set for the interview be followed and all issues discussed with the employee. If you lose control of the discussion you run the risk of failing to give vital information in a clear and indisputable manner.

The content and tone of a termination interview can be controlled and the manager must exercise sensitivity in this process. The consequences of a bad interview can be far reaching and you have only one opportunity to get it right. This process, as with most organizational processes, gets easier with time. However, approaching this process with caution and vigilance is the best method. Remember that your words will have strong impact not only on your employees, but on the soun