This is a statement no one want to say or hear. But, the truth is that you can either learn how to say it, as a manager, or learn how to avoid one as an employee. Not withstanding, it is every employees' duty to discern when the statement is around the corner. Here you go:

"Telling someone that they are about to be fired is one of the hardest jobs a manager has to do but for many different reasons. Obviously informing an employee they are not performing to the expected standard and their services are no longer required is never going to be a pleasant experience, but in the UK there are many other issues to deal with when it comes to letting staff go.

When I first started running businesses 30 years ago, parting company with someone was relatively straightforward and common practice, but over the years the workplace has become more and more overburdened with red-tape and employment legislation.

And if you do want to move on an employee who is no longer making a useful contribution then there are a myriad of processes that you have to follow or else run the risk of facing a very painful and expensive lawsuit.

It is a bit like when a marriage is coming to an end. When the solicitors get involved in the proceedings there is only ever going to be one financial winner - and it’s not going to be you.

When you get caught up in employment tribunals, the odds are it is going to end up costing a hell of a lot. The rules and regulations are incredibly complex and as an employer if you have not followed them to the letter you are going to be landed with a very big bill for costs and damages.

There is no doubt that the current system is stacked very much in the favour of employees rather than firms and businesses. Nine times out of ten a tribunal will rule against the employer. What that means is that owners/managers of smaller outfits have to think long and hard about sacking someone – even if their input is affecting the performance of the firm as well as dragging down general morale.

Obviously you can try and insulate yourself by having a thorough and rigorous recruitment process but when it comes to dealing with difficult issues I have always favoured the direct and personal approach.

In the modern working environment so much is done by email but when it comes to tackling tense and problematic situations, there is still no substitute for face to face human interaction. When I have a real problem or issue with a member of staff, particularly at a senior level, I make a point of sitting down with them to have a private off the record conversation.

It can be incredibly difficult to tell an individual that their performance is not coming up to scratch but short term pain can save a lot of long term problems and difficulties.

If the person in question agrees that he or she is not performing to the required level then there is a decision to be made over whether anything can be done to turn the situation around. If that is the case then the next step is to agree a plan of action to get the individual back up to speed. I personally always like to give people a chance to turn things around.

But maybe you could also agree that the time has come for you both to call it a day. If that is the preferred course of action you can handle the situation in a professional way that allows the person involved to leave with their dignity and reputation still intact and on their own personal terms.

Sometimes taking the direct and honest approach in the first instance can dispense with a lot of long-term pain and expense for everyone involved."

Source: http://www.linkedin.com/today/post/article/20130208182805-32175171-you-re-fired

Can't bliv u actually said little or ntin in regards d above topic.was expectin u to break down d various ways or options to fire someone. more lyk A̶̲̥̅ list or somtin