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There is an appeal to fear most managers.

The employee must be terminated and the serious consequences loom for both employees (most difficult) and the company - through the adoption of the decision (which they have no choice) or rejection (the shout) to the Manager, and then choose what comes next.

Hopefully, "Going Postal" is not one.

When is the right time - when put in there - that these painful problems with someone who is ready? Guidelines for managers say that the discussion should be the beginning of the day. There are different thoughts about the day is best.

But many executives say, particularly the elderly, they would move those talks, although they will cost the organization a lot of money.

Advice that sounds good on paper can not cope with the severe gut feelings on both sides of the table in terms of employees and the impact it has on their families. It is particularly difficult when calculating long-term employees.

Our experience tells us clearly that clear, direct, to-point communication is best.

Most people want to know what they do not, of course, is that for them.

Many problems managers surprising because they make the difficult decisions all the time. But "I quit you" talk seems to be difficult.

I suspect that there are three main causes of the problems:

1. Agencies announce not very good at dealing with a trained staff;
2. Manager is not satisfied with the difficult and painful emotions bubbled very labor;
3. Managers are talking terminal to bring fear to the possibility that they are on the other side of the table at any given time in the future.

Such discussions can be very time consuming and difficult. It is therefore important for the manager that you are short, to the point, and mentions a few steps to do when the person next to also.

Before the interview the manager should have a bit of practice to play with his or her boss or someone from HR role.

If it does not work then the manager should bring another person to help when the call is killed. It is such an unpleasant conversation. It takes lots of practice to learn how to do it well.

Of course, the administrator must ensure that all legal and political issues, and companies previously understood. This is essential to minimize the legal consequences of termination of the employee. Different countries and countries have different rules to follow.

It is the short hand Guideline: Keep it short. Be factual. Admit any feelings of the employee. Look empathetic, but do not respond to any negotiations that the employee is in. If the session is too emotional, or long, does it end. Ask someone in the background, can the employee take to the next phase.

If, after the last interview, you will be excited. Let the manager know that you need to take a short break. Take a walk. Have a healthy, nutritious to drink or a meal work again. Too shall pass.

Finally, check with your manager or human resources department person: "What was good?", "What can I improve?" and "What was missing?" This makes it easier next time

It will be a next time.