8 Things to Do Before (and When) You Fire an Engineer

Firing an engineer is never the fun part. Done poorly, it traumatizes a team and invites legal risk. Done well, it’s still hard — and fair. Here’s the sequence most managers skip.

Termination should follow a documented path — run a fair PIP before you reach this conversation.

1. Confirm you actually coached first

Unless it’s egregious misconduct, firing without prior clarity is a management failure. Expectations, examples, support, timeline — in writing.

2. Partner with HR before you’re emotional

Process, severance, legal constraints, and logistics vary by company and location. Don’t freestyle a termination. Get the plan straight first.

3. Decide with evidence, not a single bad week

Pattern over drama. Review notes, delivery, collaboration, and whether the role itself is mis-scoped. One incident rarely equals exit — unless trust is gone.

4. Prepare the conversation like a landing checklist

Short script: decision, brief why (high level), next steps for them, who handles questions. No debate tournament. This meeting is delivery, not negotiation.

5. Be direct, human, and brief

Lead with the decision. Don’t bury it under small talk. Kindness is clarity and respect — not a ten-minute windup that makes them guess.

6. Handle access and logistics the same day

Accounts, devices, knowledge transfer plan, final pay. Chaos after the conversation is how exits turn bitter.

7. Care for the people who remain

High performers wonder if standards are real. Others wonder if they’re next. Share workload coverage, invite 1:1s, and don’t trash the person who left.

8. Do your own retro privately

Where did hiring, onboarding, or coaching fail? Firing without learning guarantees a sequel. Write down what you’ll do differently on the next hire.

If you’re earlier in the arc, start with managing underperformance and PIPs — exit should be the last step, not the first conversation.