What Managers Should Do Before Firing an Employee

Credit: Style My Soul, www.stylemysoul.com | Critical Decisions Around Firing Employees

A group of industry professionals demystify the critical decisions around employee termination. It strips away the complexity to present actionable advice that is both just and effective. Readers are equipped with expert strategies to make informed choices when performance issues cannot be resolved.

Fire Slowly, But Act Decisively
Managers should not rush to fire an employee, but they also shouldn’t delay termination when there is a clear and justified reason. From an employment law perspective, terminations should be well-documented and legally defensible. If an employee is underperforming, managers should first provide clear expectations, coaching, and a reasonable opportunity to improve. Rushed firings often lead to wrongful termination claims. However, if there is misconduct, harassment, or a serious policy violation, delaying termination can expose the company to liability. The key is to follow a consistent process: document performance issues, provide warnings when appropriate, and ensure the decision aligns with company policy and employment laws before taking action. - Ed Hones, Attorney At Law, Hones Law Employment Lawyers PLLC

Address Performance Issues Promptly and Fairly
I believe in addressing performance issues promptly and fairly. If an employee isn’t meeting expectations, I begin with clear feedback and a structured improvement plan. If there isn’t meaningful progress after 30 to 60 days, it’s time to make a decision.
Delaying the decision to fire someone can negatively impact the team, reduce morale, and hinder business performance. Conversely, dismissing someone hastily without adequate coaching can result in needless turnover. The key is consistent communication — no one should ever be caught off guard by a termination. I once had an employee who struggled to follow through on key tasks. After two check-ins and a clear roadmap for improvement, nothing changed. Letting them go was difficult, but it opened the door for someone who thrived in the role. When someone isn’t the right fit, everyone benefits if the move is made sooner rather than later. - Chris Putrimas, CEO, Teak Warehouse

Consider Multiple Factors Before Firing
I believe the decision to let an employee go depends on several factors, such as their performance, the nature of their role, and the support they’ve been given to improve. Typically, I’d recommend waiting at least 30 to 90 days after identifying an issue, assuming it’s not a severe breach like misconduct or policy violation. This timeline allows us to provide clear feedback, set measurable goals, and offer resources like training or coaching to help them succeed. It’s about balancing fairness with the needs of the team and organization — giving someone a reasonable chance to adapt while ensuring productivity and morale aren’t compromised. The reason behind this approach is rooted in both practicality and respect. From my experience, rushing to terminate someone without documented efforts to address the problem can lead to legal risks, low team morale, and even a hit to our reputation as a fair employer. On the other hand, waiting too long — beyond, say, six months — might signal indecision and allow poor performance to drag on, affecting overall efficiency. By setting a structured timeline, we optimize employee development, maintain accountability, and keep the workplace running smoothly. It’s a process I’ve seen work well when handled with care and consistency. - Matthew Van Rooyen, HR Manager, Mail Tester

Balance Fairness and Effectiveness
Determining when to terminate an employee’s employment hinges on a balance of fairness and effectiveness. From my 20+ years in employment law, I’ve seen cases where managers lacked clear documentation leading to successful wrongful termination claims against employers. Thus, make termination decisions only after ensuring comprehensive documentation of performance issues and adherence to internal protocols. It’s crucial to assess the seriousness of the employee’s behavior against the potential impact on the organization. For instance, I handled a case involving an employee who repeatedly breached client confidentiality. After sufficient warnings and documented evidence, the employer was justified in a timely termination, which reinforced data protection standards vital for business integrity.
Effective training and clear expectations can minimize the need for termination. In one case, an employer prevented a termination by aligning employee training with documented performance expectations, leading to improved outcomes. Taking preemptive steps ensures terminations are not just reactive measures but strategic decisions to uphold organizational standards without incurring legal repercussions. - Nick Norris, Partner, Watson Norris, PLLC

Assess Performance or Compatibility Issues
I believe the situation hinges on whether the problem stems from performance or compatibility. Some employees excel at their tasks but may struggle within a particular work environment. I once employed an individual who was a diligent worker but needed frequent guidance. This management style didn’t align with my approach, but I knew others who successfully managed teams in that manner. After carefully considering the situation, I assisted him in finding a position at a different firm where his work style would be a better fit, maintaining a positive relationship with both him and the recruiter involved. 
Conversely, when an employee consistently struggles despite receiving support, delaying a decision can be detrimental, wasting valuable time and resources. In a previous instance, I hesitated to address an employee’s performance issues, despite their potential, because they did not take ownership of their responsibilities. Despite training, mentoring, and adjustments, their performance did not improve. This delay caused unnecessary stress within the team. Ultimately, the decision to part ways should have been made earlier. The crucial aspect is discerning when adjustments can resolve the issue and when a decisive change is in everyone’s best interest. - Lucas Botzen, Talent Acquisition Specialist & CEO, Rivermate

Act When Coaching and Support Fail
Firing an employee isn’t about time — it’s about timing. I’ve learned that prolonging the process when someone is clearly not a fit does more harm than good. When you realize coaching, feedback, and support aren’t making a difference, it’s time to act. Why? Because every day you wait, team morale suffers, and high performers notice when underperformance is tolerated. That said, I never rush the decision. I ensure the employee knows where they stand, has had a fair chance to improve, and understands the consequences. I handle the situation with respect and transparency when it’s time to part ways. Firing promptly yet reasonably isn’t cold — it shows you value accountability and your team’s well-being. In the end, it’s not about how long you wait; it’s about doing right by both the individual and the business.
- Kevin Bryan, Director of Customer Experience, The Alloy Market

Follow a Structured Approach Before Termination
Determining the right time to terminate an employee is one of the toughest decisions managers face. We’ve seen that effective managers don’t rush to fire, but they don’t unnecessarily delay either. We believe managers should follow a structured approach before termination. First, clearly document performance issues and ensure the employee understands expectations. Next, provide targeted coaching and a reasonable improvement timeline — typically 30–90 days depending on the role’s complexity and the issue’s severity. Finally, assess whether meaningful progress has occurred. Waiting too long to terminate an underperforming employee can damage team morale, as colleagues often recognize performance issues before management acts. It also prevents the struggling employee from finding a better-suited position elsewhere.
However, moving too quickly risks losing potentially valuable team members who simply need proper guidance or support. We’ve seen numerous cases where employees who initially struggled became top performers when given appropriate feedback and development opportunities. The right timing ultimately depends on several factors: the severity of performance issues, the employee’s improvement trajectory, and the impact on team dynamics. In cases of ethical violations or severe misconduct, immediate action is warranted. For performance issues, a structured improvement plan with clear milestones and regular check-ins provides the fairest approach. We advise our clients that termination decisions should never come as a surprise to the employee. When performance expectations are clearly communicated and regularly discussed, both parties gain clarity about whether the role is truly the right fit. - Julia Yurchak, Senior Recruitment Consultant, Keller Executive Search

Provide Feedback and Support Before Firing
Managers should wait until they’ve provided adequate feedback and support before considering firing an employee. This process could take weeks or months, depending on the situation. It’s essential to first address performance issues with clear communication, providing guidance, and setting expectations. If improvements aren’t made after a reasonable time and support, then termination may be the best option to protect the business. In my experience as a business owner, I’ve found that giving employees a fair opportunity to improve through regular check-ins is crucial. Sometimes the issues stem from misunderstandings or lack of resources, and those can be corrected. However, if the problems persist despite support, waiting too long to make a decision can affect team morale and overall productivity. It’s important to balance fairness with the health of the business. - Taryn Pumphrey, President, Ledger Lift

Fire When Problem Isn’t Fixable
A manager should fire an employee the moment they realize two things: (1) the problem isn’t fixable, and (2) keeping them is costing the team more than replacing them. The biggest mistake managers make? Waiting too long — not because they’re unsure, but because they’re avoiding the discomfort of firing someone. They think, maybe they’ll improve. Maybe with one more conversation, they’ll get it. But deep down, they already know the answer. The hesitation isn’t about the employee — it’s about the manager not wanting to be the “bad guy.”
Here’s a rule of thumb: If you’ve given clear feedback, set expectations, and provided a reasonable opportunity for improvement — but you still have that gut feeling they aren’t the right fit? It’s already time. Dragging it out doesn’t help anyone; it just creates resentment, tanks team morale, and wastes time that could be spent finding the right hire.
Firing shouldn’t be reactive, but it shouldn’t be indefinitely delayed either. If the role is wrong for them, it’s wrong for you too. The faster you act, the faster everyone moves forward. - Derek Pankaew, CEO & Founder, Listening.com

Set a 30- to 60-Day Window
We’ve learned that waiting too long to let someone go can hurt the entire team. When someone underperforms or causes friction, we usually set a 30- to 60-day window once it becomes clear. Here’s what that looks like: we have a direct one-on-one, lay out the concerns, and agree on specific goals. We don’t expect overnight change, just honest effort and progress. Weekly check-ins help us track that. If there’s no shift, we move on. It’s not about punishment; it’s about not holding up the rest of the team. What we’ve stopped doing is waiting for someone to magically improve. That rarely works. It’s more fair to be upfront, set expectations, and act if those aren’t met. It’s tough, but waiting too long only makes it harder. Clarity, structure, and follow-through are what make it easier for everyone. - Vikrant Bhalodia, Head of Marketing & People Ops, WeblineIndia

Handle Termination with Caution
You hired that employee in the first place because you found them the most suitable for the role. Now, how long a manager should wait depends on the reason for firing. A manager must handle termination with caution, as it can lead to significant legal risks, such as wrongful termination claims. If you are firing an employee due to declining performance, you must maintain proper documentation, follow company policies, provide clear warnings, and offer reasonable opportunities for improvement to avoid potential lawsuits. Implementing a performance improvement plan (PIP) can demonstrate fairness and due process. In such cases, a period of 30 to 90 days is typically appropriate.
If the reason for termination is severe misconduct (such as theft, harassment, violence, or fraud), an internal investigation should be conducted immediately. If the wrongdoing is confirmed, U.S. at-will employment laws allow you to fire the employee at any time. However, ensure that the termination does not violate anti-discrimination or retaliation laws, as firing for an illegal reason could result in legal consequences. - Martin Zandi, President, CCI Training Center

Understand and Address the Root Cause
Deciding when to terminate an employee’s contract is a sensitive and complex process that requires careful consideration and a fair approach. The first step is to understand why the employee is underperforming. Is it due to a lack of skills, unclear expectations, personal issues, or misalignment with their role? Having an open and honest conversation with the employee is crucial. This discussion should focus on identifying the root cause of the problem and exploring ways to help them improve. Often, performance issues can be resolved with better guidance, training, or support. If the employee shows willingness to improve, give them a reasonable timeframe, such as one month, to demonstrate progress. During this period, provide clear goals, regular feedback, and the resources they need to succeed. If their performance doesn’t improve after this initial period, it may be time to escalate the situation by placing them on a Performance Improvement Plan (PIP). A PIP typically lasts two months and outlines specific, measurable objectives the employee must meet to retain their job. It also serves as formal documentation of the issues and the steps taken to address them.
If the employee fails to meet the PIP’s requirements despite consistent support and feedback, it may be time to part ways. Termination should always be a last resort, but it’s necessary if the employee’s performance is negatively impacting the team or the business. The key is to ensure the process is fair, transparent, and respectful, giving the employee every opportunity to succeed while protecting the organization’s interests. - Abhishek Shah, Founder, Testlify

Evaluate Performance and Provide Feedback
How long should I wait? There is no particular rule or time frame. All situations are different, as are the individuals they apply to. Some managers have more empathy for the people they supervise, and for them, it’s hard to make the decision to fire someone even after a couple of employee failures. Others could be more strict and direct, oriented on results, and put company goals above any relationships they could develop during the time certain employees work in the department. In my opinion, there should be a fair evaluation of employee performance first. Then, if the employee has underperformed, find the reason (personal reason, simply lack of knowledge or interests, or even bad attitude). Next, give feedback and a warning, set clear objectives on how to resolve the issue, point out what could be done differently or how to improve the situation, give a new deadline, and review after some time whether there was an improvement from the employee’s side. If there is improvement, keep the employee. If the problem is with attitude, and there is no visible appreciation from the employee for constructive feedback, then it’s time to say goodbye.- Oksana Gedrovica, CMO, Swag42