The termination conversation may be short. Preparing for it is not.
By the time you sit down with an employee to end their employment, you should already know what you are going to say, how you are going to say it, and how you will respond if the conversation becomes difficult.
Yet managers are often sent into termination meetings with little more than a decision and a few talking points.
That is when problems begin.
Managers overexplain. They debate the decision. They introduce new reasons. They make promises they cannot keep. Or they become so uncomfortable that the employee leaves the meeting confused about what just happened.
A professional termination requires more than finding the right words. It requires preparation, judgment, clarity and control.
Know what to say — and when to stop talking
In this live online seminar, you will learn how to prepare for and conduct a termination conversation from beginning to end.
We will examine:
How to open the meeting clearly and directly
What the employee needs to understand
How much explanation to provide
Why overexplaining can create problems
What to say when the employee disagrees with the decision
How to respond to anger, emotion, silence or demands for another chance
How to keep the meeting from becoming an argument
How to close the conversation professionally
What should be documented after the meeting
You will also learn how to recognize situations in which you may not yet be ready to proceed.
Before you terminate, make sure the groundwork is there
Not every difficult employment situation is ready for termination.
Before proceeding, managers and HR professionals need to consider whether expectations were clear, whether concerns were addressed, whether the employee had a reasonable opportunity to respond, and whether the documentation supports what the organization believes happened.
We will look at the questions that should be answered before the final conversation takes place.
The objective is not to make termination complicated.
It is to prevent a difficult decision from becoming more difficult because something important was overlooked.
What if the employee reacts badly?
One of the greatest sources of anxiety in a termination meeting is not knowing how the employee will respond.
They may be shocked.
They may disagree.
They may become angry or emotional.
They may blame their manager, challenge the documentation, demand another chance or insist that the decision is unfair.
You cannot control the employee’s reaction.
You can control how prepared you are to respond.
We will work through common reactions and show you how to acknowledge what the employee is saying without allowing the meeting to become a negotiation or debate.
Practical tools you can use when the situation arises
You will leave the seminar with practical resources designed to help you prepare for an actual termination, including:
Termination Conversation Planner
Organize what needs to be communicated before the meeting begins.
Termination Readiness Audit
Identify gaps or unresolved issues that may need attention before proceeding.
Documentation Continuity Checklist
Review whether the documentation tells a clear and consistent story.
Escalation Guide
Recognize situations in which additional HR, organizational or legal review may be appropriate.
These are not simply seminar handouts. They are tools you can return to when you are preparing for a difficult employment decision.
Earn 3 PDC Credits
Participants who complete this two-hour live online seminar will receive 3 Professional Development Credits (PDCs).
You will also receive a certificate of completion for your professional development records.
Who should attend?
This seminar is designed for:
Managers and supervisors who may be responsible for terminating an employee
HR professionals who advise managers through termination decisions
Business owners and senior leaders who want a more consistent approach to ending employment
Professionals who want to become more confident conducting difficult employment conversations
You do not need to have an immediate termination situation to benefit.
The best time to learn how to conduct this conversation is before you are sitting across the table from the employee.
A difficult conversation deserves preparation
Letting someone go will never become an easy part of management.
But it can be handled with greater clarity, professionalism and dignity.
You should not enter a termination meeting wondering what to say next.
Learn how to prepare for the decision, conduct the conversation and respond when the meeting does not go according to plan.
Cancellation, Refund, and Transfer Policy
Cancellations received in writing at least 30 days before the seminar start date are eligible for a full refund. Cancellations received 14 to 29 days before the seminar start date are eligible for a 50 percent refund. Cancellations received fewer than 14 days before the seminar begins are non-refundable.
A participant who cannot attend may request one transfer to a future scheduled How to Let an Employee Go seminar instead of cancelling, subject to availability. If tuition for the future seminar differs from the amount originally paid, the applicable difference will apply.
Seattle Consulting Group reserves the right to reschedule or cancel a How to Let an Employee Go seminar. If Seattle Consulting Group cancels the seminar and the participant elects not to transfer to another available date, tuition paid will be refunded.
Program Disclaimer
How to Let an Employee Go provides management, Human Resources, and workplace education and practical guidance related to termination decisions and conversations. It does not constitute legal, employment, Human Resources, or other professional advice, and participation does not create a consulting or advisory relationship with Seattle Consulting Group.
Organizations and participants remain responsible for determining how seminar concepts should be applied within their own circumstances, policies, employment practices, and applicable laws.