As other employees see the bad worker "getting away" with being problem, they become more inclined to behave in that manner as well. Studies show that embezzlers are generally long-term employees who do not begin with their crime until they have been with a company for several years. In short, you agree not to take litigation against the Company for employment claims. However, it is important to remain objective and allow the jobholder at least half an hour of your time to discuss their grounds for leaving and how you can increase as an employer. It should make clear the actions you expect the jobholder to take in correcting the problem. For example, when you separated him for a performance problem or laid him off as a cost cutting move, the commission always favors the separated worker. And worse yet, by telling the employee you disagree with the "higher-ups," he can use your comment to prove wrongful separation. This procedure should include your separation memorandum which gives plenty of substantiation to support a case for separation. If you have followed the proper processes and have collected the right documentation, you incur no more risk by including the reason for termination in your notice. During the lay off meeting, you should go down the form and talk about every item to ensure the meeting is thorough.

*Have I given the worker opportunity to change? Let the employee vent if she wants to. * Have I planned out exactly what I am going to say when I lay off a worker? If you eventually terminate a worker for sexual harassment, you need this legal substantiation to support your decision. For escalating discipline cases, the jobholder gets 3 warnings before lay off.