Whether you're a small, medium or large business, you should document the reason behind the layoff based on legitimate business desires. Whether the reorganization comes from series of corporate layoffs due to financial reasons, a merger or a corporate takeover, it is no less painful for the employee. The purpose of this notice is to give you my experiences with [Employee Full Name] while employed with [Your business]. When it comes to dimissing employee problems, you should always follow proper procedures. We believe the best way to handle the circumstance is to react immediately and to confront the person using the policies or rules in place. This process gives you time to build your case and shows you gave the executive several chances to improve before termination.

o Violence by separated personnel doesn't happen often. Remember, you, as a manager, are only doing your job. With the policies, your worker manual must include specific reformatory actions resulting from each problem. The termination manager is on edge and is ill prepared, the worker in question may become angry and rumors fly around the workplace like wildfire. The first was a oral notice on March 16 and the last was your final written warning on May 20, 20XX. Once you notice repeated bad behavior that calls for termination for cause, address it swiftly and don't bend. Take a hard line about productivity, and your lazy employee will be out the door in a few months. Whatever basis you choose, it must be nondiscriminatory and not based on any unlawful reasons (See Chapter 2). To develop the best package of severance agreements, it helps to hire a legal counsellor. Sometimes, this can take on the form of workers who are comedians and spend more time being funny than doing work.