The most important task following an exit interview is the manner in which you address the comments the worker gave you. It helps if you create an official worker discipline form for your organization. 3) Tell the jobholder you're laying her or him off. Armed with your evidence and your worker separation later, you should then sit down with the worker and outline the reasons for the layoff. If you're offering an exit interview, remind the management representative to attend the meeting. And, she's trying to make you feel guilty. Sacking workforce is not an easy task and firing workforce tactfully to avoid legal recourse is challenging. Although much of this book has described how to layoff a single worker, this chapter discusses mass lay offs of employees. Sacking a jobholder is never an easy method either for you or the employee, but sometimes you'll have no choice. If the worker is civil, you might let the employee return to his or her desk and gather personal items. By engaging in escalating discipline, you may even reform the jobholder.

In this sample lay off letter, the tone is slightly more familiar. If the small business doesn't have a Human resources Group, then a boss in another organization would be the next best choice. Following the firing Risk Estimate & Protection System(tm) in Chapter 4, you decide this is a medium-risk lay off, and you'll offer her extra severance in return for a release. Likely, the individuals separated were friends with some of the remaining workforce. Attached: (On the account of the severity of the situation, you must attach a copy of the proof showing the jobholder's theft or misuse of company property.)