Be discreet. Try to schedule a conference room away from the regular place of business. When an employee is called and someone from Human Resources is there, everyone pays attention and the rumor mill starts. Get a private conference room so that if someone needs to cry, they can do it without other people overhearing.

Make it quick. You don’t want to leave doubt that a decision has been made. You’re not there to negotiate. You’re not there to talk about cause or blame. People want to have some sort of explanation as to why you picked them instead of someone else. If it’s a layoff and not a firing based on performance, make sure you let them know that this is not about them. It’s a business decision that they shouldn’t interpret in any other way. Tell them that the decision’s been made. If it’s a firing based on performance, provide documentation.

Prepare. Write a script if you need to. Go over what you’re going to say. Keep it short.

Keep your cool. Sometimes an employee will get angry. Don’t react to that.

Use the golden rule. Ask yourself, “If I were sitting across the table, how would I want someone to communicate this?”

Outline support. If you’re offering a severance package, tell them that you have put together a package that will lead them to the next opportunity. That will help the person feel supported immediately.

Source: Transition Strategies LLC in Wayne, Pa.