{"id":13636,"date":"2025-07-16T17:27:42","date_gmt":"2025-07-16T16:27:42","guid":{"rendered":"https:\/\/www.clio.com\/uk\/?p=13636"},"modified":"2025-07-16T17:27:42","modified_gmt":"2025-07-16T16:27:42","slug":"letting-staff-go-legally","status":"publish","type":"post","link":"https:\/\/www.clio.com\/uk\/blog\/letting-staff-go-legally\/","title":{"rendered":"Tough Calls: Letting Staff Go When Performance Isn\u2019t There"},"content":{"rendered":"<p><span style=\"font-weight: 400\">Letting a member of your team go is one of the most challenging things you have to deal with as a leader in a law practice. The decision is rarely straightforward and incurs an emotional toll on the departing employee, the remaining team members, and you; the decision-maker. It\u2019s a decision you can\u2019t afford to get wrong. One misstep can expose your firm to legal action with potentially severe financial and reputational consequences.<\/span><\/p>\n<p><span style=\"font-weight: 400\">How you handle termination of employment reflects on your firm\u2019s culture and how you are perceived in the sector. This blog post will outline a practical and emotionally intelligent approach to letting staff go legally.<\/span><\/p>\n<h2>Spotting signs: When underperformance crosses a line<\/h2>\n<p><span style=\"font-weight: 400\">Being able to tell when a <\/span><a href=\"https:\/\/www.clio.com\/uk\/blog\/law-firm-kpis\/\"><span style=\"font-weight: 400\">performance dip<\/span><\/a><span style=\"font-weight: 400\"> becomes a persistent issue is the key to dealing with underperformance in law firms. Of course, you should be empathetic and ready to offer support. At the same time, you need to distinguish between someone who is going through a rough patch and someone who is consistently underperforming.<\/span><\/p>\n<h3>Key indicators of persistent underperformance<\/h3>\n<p><span style=\"font-weight: 400\">Here are the warning signs of persistent underperformance you should look out for:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Multiple instances of missed deadlines or avoidable errors.<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Ongoing concerns about unmet objectives in performance reviews.<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Consistent negative feedback from supervisors, colleagues or clients.<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Decline in work quality or productivity over several months, not due to external pressures.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400\">If you see any of these, it\u2019s vital to step in early. It\u2019s not just a question of operational efficiency but also of meeting your legal obligations as an employer.<\/span><\/p>\n<h3>Legal duties<\/h3>\n<p><span style=\"font-weight: 400\">UK employment law requires the following steps to ensure procedural fairness:<\/span><b><\/b><\/p>\n<ul>\n<li><b>Document all concerns <\/b><span style=\"font-weight: 400\">as they arise, including dates, examples, and your responses.<\/span><\/li>\n<li><b>Issue clear, written warnings <\/b><span style=\"font-weight: 400\">where improvement hasn\u2019t occurred, and clearly explain to the employee what you expect of them and the consequences if they are not up to scratch.<\/span><\/li>\n<li><b>Regular performance reviews <\/b><span style=\"font-weight: 400\">are important to offer feedback and to provide a timeframe to turn things around. They are also important as evidence that you\u2019ve acted fairly if you have to move on to dismissal.<\/span><\/li>\n<\/ul>\n<h3>The broader picture<\/h3>\n<p><span style=\"font-weight: 400\">Ignoring persistent underperformance affects more than just one person\u2019s output. Over time, unaddressed issues can drag down team morale, undermine <\/span><a href=\"https:\/\/www.clio.com\/uk\/blog\/toxic-law-firm-culture\/\"><span style=\"font-weight: 400\">workplace culture<\/span><\/a><span style=\"font-weight: 400\">, and degrade <\/span><a href=\"https:\/\/www.clio.com\/uk\/blog\/small-firms-client-relations-tech\/\"><span style=\"font-weight: 400\">client relations<\/span><\/a><span style=\"font-weight: 400\">. It\u2019s better to address these challenges early before they turn into a crisis.<\/span><\/p>\n<h2>Legal considerations: What UK employment law requires<\/h2>\n<p><span style=\"font-weight: 400\">UK employment law has clear requirements designed both to protect your employees and help you make fair decisions. Following these requirements will help you to stay within the law and to treat your staff with dignity.<\/span><\/p>\n<p><span style=\"font-weight: 400\">If you want to know how to fire an employee in the UK, read on:<\/span><\/p>\n<h3>Fair dismissal principles<\/h3>\n<p><span style=\"font-weight: 400\">Under UK law, dismissals must be fair, which means you need a valid reason and a reasonable process. The main grounds for dismissal are conduct, redundancy, and capability (including performance). Simply citing underperformance is not enough. You are required to show that you\u2019ve handled the situation fairly and followed the correct procedure. Refer to the appropriate Advisory Conciliation and Arbitration Service (ACAS) <\/span><a href=\"https:\/\/www.acas.org.uk\/acas-code-of-practice-on-disciplinary-and-grievance-procedures\/html\"><span style=\"font-weight: 400\">code of practice<\/span><\/a><span style=\"font-weight: 400\"> for the steps you need to take.\u00a0<\/span><\/p>\n<h3>Probation period vs. permanent staff rights<\/h3>\n<p><span style=\"font-weight: 400\">Staff on probation have fewer statutory rights when it comes to unfair dismissal, as they lack the required two years\u2019 service. However, even during probation, you should avoid discrimination and keep a record of support you offered. Permanent staff have full protection and you will have to follow correct procedure including warnings, documented support, and a fair <\/span><a href=\"https:\/\/www.cipd.org\/uk\/knowledge\/factsheets\/appraisals-factsheet\/\"><span style=\"font-weight: 400\">performance review<\/span><\/a><span style=\"font-weight: 400\"> process.<\/span><\/p>\n<h3>Performance improvement plans (PIPs)<\/h3>\n<p><span style=\"font-weight: 400\">Implementing a <\/span><a href=\"https:\/\/factorialhr.co.uk\/blog\/performance-improvement-plan\/\"><span style=\"font-weight: 400\">Performance Improvement Plan<\/span><\/a><span style=\"font-weight: 400\"> (PIP) shows you\u2019re committed to fairness and staff development. Your PIP should have clear objectives, frequent check-ins, and support (in the form of training or mentoring). Ensure your employee understands what\u2019s expected of them and give them a fair opportunity to improve before taking further action.<\/span><\/p>\n<h3>Reasonable steps before termination<\/h3>\n<p><span style=\"font-weight: 400\">Before ending someone\u2019s employment due to underperformance, UK law requires you to:<\/span><\/p>\n<ul>\n<li><span style=\"font-weight: 400\">Clearly communicate your concerns and expectations to them.<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Offer reasonable time and resources for them to improve.<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Consider if they have any mitigating circumstances like health or workload issues.<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Explore alternative solutions such as redeployment.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400\">While these situations are never easy, following ACAS best practice and acting with compassion and insight ensures your conduct is appropriate both as an employer and as a human being.\u00a0<\/span><\/p>\n<h2>How to let someone go: A step-by-step, compassionate approach<\/h2>\n<p><span style=\"font-weight: 400\">Letting someone go is never easy and can be highly stressful for everyone involved. Don\u2019t just follow the usual legal advice for firing staff. You also need to proceed with tact and empathy. Here\u2019s how to do it:<\/span><\/p>\n<h3>1. Structure the conversation<\/h3>\n<p><span style=\"font-weight: 400\">Preparation is key:<\/span><b><\/b><\/p>\n<ul>\n<li><b>Document everything: <\/b><span style=\"font-weight: 400\">Collect the evidence including performance reviews, formal warnings, improvement plans, and any related correspondence.<\/span><\/li>\n<\/ul>\n<ul>\n<li><b>Plan your script: <\/b><span style=\"font-weight: 400\">Be direct but compassionate: \u201cWe\u2019ve previously discussed the improvements we wanted, but unfortunately we haven\u2019t seen the progress we were looking for.\u201d Refer to the evidence without making personal judgements.<\/span><\/li>\n<\/ul>\n<ul>\n<li><b>Allow them to react: <\/b><span style=\"font-weight: 400\">They may be shocked, upset, or defensive. Give space for them to ask questions.<\/span><\/li>\n<li><b>Outline next steps: <\/b><span style=\"font-weight: 400\">Inform them what happens next including final pay, benefits, and reference requests.<\/span><\/li>\n<\/ul>\n<h3>2. HR do\u2019s and don\u2019ts<\/h3>\n<p><span style=\"font-weight: 400\">Follow these pointers to keep HR on your side:<\/span><\/p>\n<ul>\n<li><b>Do:<\/b><span style=\"font-weight: 400\"> Uphold confidentiality, ensure every step is documented, and maintain a respectful tone.<\/span><\/li>\n<li><b>Don\u2019t: <\/b><span style=\"font-weight: 400\">Delegate the conversation to someone unfamiliar with the individual\u2019s work, get sucked into arguments, or share the details with the wider team.<\/span><\/li>\n<\/ul>\n<h3>3. Offering support<\/h3>\n<p><span style=\"font-weight: 400\">You may be letting someone go but that\u2019s not to say you shouldn\u2019t support them:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Direct them to career transition resources or outplacement services.<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Offer to give an employment reference that\u2019s honest but fair.<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">If you have an Employee Assistance Programme (EAP), let them know about it, along with any third-party mental health support or counselling programmes available.<\/span><\/li>\n<\/ul>\n<h2>Avoiding the issue: How to build a performance-positive culture<\/h2>\n<p><span style=\"font-weight: 400\">Handling poor performance in a law firm in the UK is never going to be fun. You probably don\u2019t want to be having these difficult conversations in the first place. Well, there\u2019s something you can do about it.<\/span><\/p>\n<p><span style=\"font-weight: 400\">Follow these preventative tips:<\/span><b><\/b><\/p>\n<ul>\n<li><b>Clear expectations: <\/b><span style=\"font-weight: 400\">Setting expectations shouldn\u2019t be a one-off event. Review and realign expectations as roles evolve with your business. This keeps everyone focused on what needs to be done to drive results.<\/span><\/li>\n<\/ul>\n<ul>\n<li><b>Ongoing feedback: <\/b><span style=\"font-weight: 400\">Making feedback part of your day-to-day, rather than reserving it for periodic reviews, keeps everyone supported and on track.<\/span><\/li>\n<li><b>Thorough onboarding: <\/b><span style=\"font-weight: 400\">Every penny invested in onboarding reaps dividends. When new hires understand performance standards and where to get help, they\u2019ll be able to hit the ground running.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400\">Leverage legal tech:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Legal tech, particularly <a href=\"https:\/\/www.clio.com\/uk\/manage\/\">practice management platforms<\/a>, can help you create accountability and visibility.\u00a0<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Tools like Clio allow you to <\/span><a href=\"https:\/\/www.clio.com\/uk\/features\/law-firm-performance-dashboard\/\"><span style=\"font-weight: 400\">track performance metrics<\/span><\/a><span style=\"font-weight: 400\"> across your firm including utilisation, realisation, and collection rates.\u00a0\u00a0<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">These insights can be used to identify areas for improvement before issues set in and provide evidence for performance improvement plans, or termination (as a last resort).<\/span><\/li>\n<li style=\"font-weight: 400\"><span style=\"font-weight: 400\">Clio\u2019s integrated system gives you the information you need to navigate challenging discussions and make fact-based decisions.<\/span><\/li>\n<\/ul>\n<h2>Final thoughts &#8211; It\u2019s a leadership test, not a personal failure<\/h2>\n<p><span style=\"font-weight: 400\">Letting someone go due to performance issues is one of the true challenges of leadership. However, if handled thoughtfully, it can be a sign of ethical management. No one wants to be seen as a bad person. The right way to do this is by making decisions that are fair and in the best interests of your firm, your team, and also the individual involved.<\/span><\/p>\n<p><span style=\"font-weight: 400\">Draw on not just your legal and procedural knowledge, but also your emotional intelligence and leadership values. By acting with clarity and fairness, you can get through this in a way that treats everyone involved with dignity and respect.<\/span><\/p>\n<p><i><span style=\"font-weight: 400\">Want to streamline performance tracking? Discover how <\/span><\/i><a href=\"https:\/\/www.clio.com\/uk\/schedule-a-demo\/?cta=callout\"><i><span style=\"font-weight: 400\">Clio<\/span><\/i><\/a><i><span style=\"font-weight: 400\"> helps law firms lead with clarity.<\/span><\/i><span style=\"font-weight: 400\">\u00a0<\/span><\/p>\n<p><strong>Further reading: <\/strong><a href=\"https:\/\/www.acas.org.uk\/acas-guide-to-discipline-and-grievances-at-work\"><span style=\"font-weight: 400\">Discipline and Grievances at work: the ACAS guide.<\/span><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Tactful, HR-aligned tips and advice for when to make the call to let staff go\u2014and how to do it legally and compassionately. 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