Lastly, the next chapter (Chapter 2) gives you the improper reasons for firing workers. Ask if the worker has any questions about the lay off, the severance benefits, the separation package or about help finding another job. Be clear, you still have a problem as this jobholder is likely a difficult person to manage, but this is not a case of insubordination. As a provision of COBRA, you should let a former worker and his dependents stay on your group health insurance plan for at least 18 months. In return for the extra severance, the older worker signs a release of claims protecting the Business from an ADEA litigation. These may include how the employee will empty his or her workspace and the company's need for the jobholder to leave the building immediately. Another point that may aid you is paperwork showing any extra training or counseling needed to upgrade their job productivity. Chapter 7 explains how to look into gross misbehavior (and minor misbehavior for that matter).

In short, you must provide the specific reasons for sacking the jobholder, their problem behaviors and dates these problems occurred. Also, the general wording in your worker layoff notification sample should set a respectful tone. Keep a good sample, one that's basic and can conform to whatever circumstance you are dealing with. Her legal defender tells you the "real" reason you laid off her is because the company expected her to sleep with the CEO or the VP of manufacturing to keep her job. * Keep the meeting professional and quick. If you fired the employee for misbehavior, you should back this up with documentation. Although the dismissal boss will have to complete it later, it will serve as a visual reminder to include this information. It is a mistake to assume that by dimissing one employee, the others will upgrade their productivity.