Besides the emotional stress of separating workers, you must be wary of lawsuits. If you have completed the first two steps in the firing procedure and the employee still is not working up to your expectations, it is time to begin termination proceedings. Instead, you should use the techniques from this chapter and those in the next one to be appropriately compassionate in the layoff meeting. Give Personnel a Chance to Tell Their Side. It is critical to workplace morale that you manage this problem appropriately. This papers should show what the jobholder did, when the employee did it, and what you did to help them. If you are writing a dismissal notification for a downsizing or layoff, you'll use a different tone. For every act of misbehavior, you must document the incident and discuss it with the jobholder. First, you'll layoff good people who depend on you and the small company to support their families.

In drafting the jobholder written notification, describe, in detail, why you're writing the letter. Fourth, I assumed you were disputing an employee's unemployment claim based on misconduct. For example, a refusal to wear protective devices, smoking in undesignated areas, or after repeated warnings for misconduct create situations where layoff is the eventual consequence. Most importantly, your employee layoff agreement should specify the worker cannot hold the small business liable for any debt or to bring a litigation against your small company. Layoffs may also signal more serious problems at your business. And, you won't surprise her with her layoff.