Do not say "this is hard for me too," "it's not personal," "you'll be fine," or anything about the person's character. Do not debate, apologize for the decision, or make promises about references you may not keep. Say the decision in the first sentence, give one plain reason, cover pay and dates, and end. This is not legal advice; rules differ by place.
Seven things to leave out
- "This is really hard for me." It makes the moment about you.
- "It's not personal." To them it is the most personal thing that happened this year.
- "You'll land on your feet." You do not know that, and it sounds like a dismissal.
- "Everyone agreed." Hiding behind a group looks weak and invites a fight.
- Character words. "Lazy," "not a culture fit," "attitude." Say what the work was, not who they are.
- New information. If the reason is a surprise, the conversation came too late.
- Promises. "I'll give you a great reference." Only if you will, and HR allows it.
What to say instead
"We have decided to end your employment, effective Friday. The reason is that the work on the three projects we discussed did not meet the brief after two rounds of feedback. Here is what happens next with pay, benefits and your equipment. I'm sorry to be having this conversation."
Four sentences. Then answer questions about logistics only.
Why the reason must be about the work
A reason about the work can be checked against a record. A reason about character cannot, and it is the kind that ends up in a claim. If you cannot point to specific work and specific feedback with dates, you are not ready to have this conversation.
Where M-Tracker fits
The record is what makes a plain reason possible. In M-Tracker, each task has a brief, each piece of work was checked against it, and the reviews are saved with their dates. The manager can say "the three projects we discussed" and mean three specific things both people have seen. That is fairer to the person, and it is what protects the company.
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Questions people ask
Should I say I'm sorry?
You can be sorry for the situation. Do not apologize for the decision.
How long should the conversation be?
Ten to fifteen minutes. Longer means you are debating.
Should HR be in the room?
Yes, or a second manager. For the record and for the person.
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