The actual termination meeting should last 10 to 15 minutes and have the sole purpose of providing a simple and concise statement of the decision to terminate the employment relationship. Have phone numbers ready for medical or security emergencies.

Prepare what you will say ahead of time. It's a good idea to write it out, and have a checklist in front of you so that you don't get sidetracked and forget any important points.

The Business Tools area includes a termination meeting checklist. You can customize it to reflect your particular situation.

Give an adequate reason for the discharge. Many workers who sue their ex-employers do so because, at heart, what they really want is a full explanation of why they were let go, and a chance to give their side of the story. You don't have to spend a lot of time going over every last detail of the employee's conduct that led to the discharge, but you should provide a reasonable explanation.

Seek out the employee's explanation or interpretation of events. You may already have done this when you investigated any misconduct that led to the firing. Even so, you should allow the employee to have his or her say, and even to vent a little emotion. Don't interrupt or talk over the person. If the employee feels that he or she was forced out because of discrimination, harassment, or some other allegedly offensive or illegal conduct on your part, you'll want to know about it now so that you can alert your attorney.

Make it clear that the decision is final. If you take the position that the decision has already been made, all alternatives have been considered, and all the other managers or owners are in agreement (if there are any others who are involved in decisions of this nature), and that you are merely giving this information to the worker, you'll find it easier to keep your cool and keep control of the situation.

Briefly run through the benefits. Briefly cover the vacation pay, separation pay, continuation of health insurance or life insurance benefits, etc., that you are offering. If you are attempting to get a release from the employee, now's the time to present it. It's a good idea to have the employee's final paycheck ready so that he or she has something positive to carry away from the meeting.

Explain your job reference policy. If it is your policy to provide only job title, dates of employment, and salary history, now is the time to say so. If you normally give more information when it is requested in writing by a qualified person (like a prospective employer), tell the employee. In some states you may be required to provide a service letter on request. In some cases, you may be willing to provide a satisfactory job reference or to tell prospective employers that the worker resigned voluntarily, if the employee is willing to sign a release form.

Collect what's yours from the employee. You'll need to collect any keys, beepers, company car, company credit cards, or any other property belonging to you from the employee. You may want to do this now, or you may want to let the employee "save face" by allowing him or her to return these items to you at a specific later date.

If the employee was working on an important project or has any important files, records, or property belonging to a customer in his or her possession, you'll want to make arrangements to get these back. We suggest that you make it clear that the payment of any severance pay or other benefits after discharge depends on the employee's cooperation with you in this area.