Without strong standards for employee separation, you will find it difficult to layoff the problem worker quickly enough. Clearly, some fired employees get hostile at their dismissal and will try to find legal ways to dispute your cause. The key phrase is "improper reason." And since you have over 39 federal, state and common laws to consider, keeping these improper reasons straight can be a tough job. The written papers about the layoff should ideally include a series of escalating discipline actions. When you layoff someone from a "protected group," have records showing you didn't treat this worker differently than those from non-protected groups (that's white males under 40). Should you find this to be unreasonable, you may file a jobholder grievance. To cut your costs, you must know the termination risk before giving the worker the boot.

You must decide a course of action for the "hardest" part of your job - terminating a worker. You should have a lay off letter sample handy. You should consider this grounds for immediate termination. Other times, the employer will investigate, document the inquest and then lay off the worker. Commonly all you need is one page or less. The best way to document poor productivity and minor misbehavior is through escalating discipline. This assumes you have solid substantiation showing the reason you are terminating her (and the reason cannot be she is pregnant.) SAMPLE Separation Notification TEXT If Conducting An Exit Interview. One Caution About Progressive Discipline.