Agenda for the Separation Meeting

The manager has several main objectives for the separation meeting: to announce the separation, and to review the reasons for the release. Ideally, the manager should need only several minutes to accomplish these objectives. The third and most important objective is for the manager to complete the meeting as promptly as possible without being vague or short changing what needs to be said.

The actual agenda for the meeting may vary from manager to manager depending on individual style, but the meeting should cover the following areas:

• A brief form of welcome that puts the employee at ease.
• The actual announcement of the separation.
• Reason for separation - The manager must be sure that the reason for separation has been clearly and simply formulated and communicated to the employee, ensuring that they understand. It must be consistent with the reason as it is understood by the company. If there is not a consistent stand on this issue, it could be problematic later if the dischargee hears conflicting stories.
• Benefits information - The manager should know the exact terms of the separation. We recommend that this also be given in writing. It should include all items such as severance information, extensions on insurance, outplacement services, etc. In the latter portion of the termination meeting, the manager may wish to go through the letter with the dischargee. Discussion of outplacement assistance provides a natural transition to help the dischargee start looking to the future. A sample letter can be found in the Appendix.
• Housekeeping - The meeting should proceed from the separation announcement to the "reason for leaving" and benefits, to the business of collecting keys and cards and informing the dischargee when he/she can clean out their office/work area. Ensure that the employee knows that cleaning out their work space may occur before or after regular working hours, and that they will be accompanied by a manager or supervisor . In this way, the danger of interruption or discomfort is lessened. Someone should be present to assist the individual as well as to ensure that the person does not (even unknowingly) leave with company property. Again, it may be decided that another party handle these details of the discharge.
• Listen - Allow time for the employee to react and raise questions, but do not allow the employee to go on for an extended period. Concern for the employee is natural, but it is important that the manager not lose sight of the purpose of the meeting.