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February 1, 2009

Well, besides officially letting them know you have (Employers Rights)

Well, besides officially letting them know you have fired them, you'll now need to negotiate severance agreements. The worst downfall of any firm is not following through with the disciplinary policies and procedures written in firm manuals. Of course, guideline schedules vary. This notification serves as written notification of termination for [name]. o Put the employee into escalating discipline for bad performance and misconduct issues.

Please see at Tool #3 "Fill-In-the Blank Letters" in the employee Dismissal Toolkit (attached to the end of this book). Since the jobholder did not do anything to bring about their layoff, the idea is to not blame the employee. o Terminated employee's co-employees. Your exit interview policy should include precise steps you, or any supervisor, should take when separating an employee. The problem with dismissing an employee for not being a team player is the phrase "team player" is a subjective term. Your reports of these disqualifiers should stop the worker's charges to your account. You may need to present this proof and proof of signed reformatory warnings in a post-lay off hearing or in court proceedings if the employee takes further action. You can be specific about incidents that have happened (or not happened), and you should state the rationale for your concern. Use your layoff notice to aid you get through the meeting. Once you decide this is a low-risk dismissal, you dismiss immediately and give your guideline severance package to the employee.

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