o Are you sacking the jobholder for an improper, stupid or "no" reason? While the employee is packing up, you should thoroughly document the lay off meeting. You should also conduct exit interviews of terminated workers. Since the jobholder's attorney-at-law can use it in legal proceedings, do not include any unnecessary information.

Make sure you obviously explain any behavior that is grounds for immediate lay off in the jobholder handbook. Third, escalating discipline is just good company. Without paperwork or physical evidence to back grounds for termination, you're opening a window for dismissed personnel to claim illegal layoff. Once you notice it, you should right away start down the path towards dismissal procedures. Normally, you can find a legitimate reason to separate a difficult worker. o When you feel the employee could "go postal" (that is, leave and come back with a gun), you should hire a security guard for 2 weeks, have him wait in the lobby and have him look for the fired employee. Therefore, plan what you'll communicate to workers, customers and suppliers about the firing. This is because failure do worker investigations before termination proceedings can lead to lengthy legal battles - and you might find yourself on the losing end. Step 13: Alert IT, Security And Accounting. When you requested my "Dismissal Triggers" report a few weeks ago, you probably found my web site and my Employee termination guidebook from a web search. The worker is making you look bad to your employer, your customers and others. o Tell each witness neither you, the business nor the accused employee will retaliate against her.