Nobody enjoys conducting a redundancy or dismissal meeting.
The good news is that preparation is half the battle. If you take the time to think through the conversation through, you’ll create a fair framework for both sides, and that’s exactly what this is all about.
The figures speak for themselves
A recent analysis of around 196,000 kununu reviews in Austria (2023 to 2025) clearly shows that reviews relating to offboarding achieve an average recommendation rate of just 20.1 per cent. Reviews that do not mention leaving the company stand at 71.4 per cent. That’s a difference of over 51 percentage points. The star rating also drops noticeably, from 3.78 to 2.47 out of 5 stars.
Research confirms this picture: how a resignation is handled determines the level of frustration it causes (Schweiger & Ivancevich, 1987). If those affected are treated fairly, the commitment of the remaining colleagues also remains noticeably higher (Greenberg, 1990). The culture surrounding departures is therefore never just a matter for the person who is leaving. It shapes how the whole team views the company.
5 Tips for a Successful Termination Conversation
In practical terms, this means for you, as an HR manager or line manager, these five points make the biggest difference during a redundancy meeting.
The Premises
The setting makes all the difference. A neutral, quiet room with no people passing ist the bare minimum. It is also important to have a room that’s not visible from the outside; this ensures confidentiality and leaves passing colleagues in the dark as to what’s going on. The seating arrangement also plays a bigger role than many people realise; I recently wrote a LinkedIn post about this.
Your Preparation
Who is sitting apposite me? Get to know the person before you have the conversation. How long have they been with the company? What’s their personal situation (single parent, family, age), etc.? What do their most recent performance reviews show? What feedback have they received from managers and colleagues? This preparation will determine how confidently you can respond to their reactions.
Your Language
“I” statements rather than vague phrasing. Clear sentences instead of euphemismus. “I have decided to end our working relationship” is specific and honest. Clear language provides guidance, especially during difficult times.
Take your time
Allow plenty of time. This sort of conversation doesn’t work in a rush. Leave room for emotions and questions, even if there’s a pause. A meeting late on a Friday afternoon may seem pracitcal, but it often leaves too little time for a real conversation.
Be empathetic
Show compassion for the situation rather than just going through the motions. Offer practical support: CV review, outplacement, psychological counseling. This gesture is often remembered longer than the meeting itself.
My conclusion
From my own experience as an HR consultant, I know just how much these details make a difference. I’ve seen executives who dreaded this meeting for weeks, only to say afterwards how much easier it actually is with good preparation.
That, and much more besides, is what makes for a good termination meeting. Good preparation prevents misunderstandings and unpleasant experiences on both sides. Termination meetings require a clear head for the facts and a compassionate heart for to the person involved. In the end, that’s precisely what makes the difference.
As the writer Maya Angelou once put it:
“People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
