We know executives are different from rank-in-file personnel, and they need to be treated differently during the termination process. You don't want an attorney-at-law accusing you of discrimination in a illegal layoff suit. o Have you confirmed the worker's gross misbehavior using a thorough, fair investigation? With an exit interview, you interview a recently sacked worker about his experiences with the company. Your report of the inquest serves as your papers justifying the termination. So, including the termination reason prevents an attorney from taking the case on contingency.

This meeting is frequently off-site and a few days after the lay off. You can do this through escalating discipline, which will aid you upgrade the employee's productivity if this is at all possible. This lie is clear gross misconduct which you can sack for immediately. You don't owe an problem disabled worker a job. Of course firm cannot come to a screeching halt because one individual should be let go. o Repeatedly breaking minor policies, methods and rules. The company can use this evidence if the worker files a litigation. When an older worker becomes unaffordable for the firm, you have two choices. This is especially important if your substantiation for sacking involves rumors or eyewitness accounts from other personnel. On such occasions, it is best to have a sample employee dismissal notification already available.