Therefore, you'll be offering an increased severance in return for a separation settlement. The first step you need to take when terminating a jobholder is to document everything. Please don't use 'downsizing' as an excuse for dismissing problem employees, or creating a culture change in the organization by replacing old employees with new ones. You as a supervisor have tried every positive method possible to deal with a difficult individual. One of many valid reasons (incompetence, violation of company rules, necessary downsizing, and the like) has brought you to this decision. Your employee can use your favorable comments against you in a unlawful layoff suit as substantiation you didn't fire him for bad performance and conduct, but on the account of some wrongful reason. o The employee is a union member. They should let you know immediately if they ever feel intimidated by the accused employee or others. What leads up to employee separation can vary from business to company and scenario to scenario. Since every business is different, you may want to alter the sample lay off notices to fit your small business or industry. You will be under a microscope as the remaining personnel will carefully watch everything you do.

The dismissed worker's coworkers won't understand why you keep hurting their friend. Second, as we discussed in Chapters 2 and 3, a fired worker will often sue you even when terminated for legitimate reasons. Protect Your business from Dismissal Lawsuits: Use A Written Reprimand. To protect you and your company, I encourage you to ask questions which will bring out admission of fault. Certainly, you would expect higher levels of productivity from a senior employee than an entry-level worker.