Employee Termination Procedures - Remember to communicate directly in the letter and

Remember to communicate directly in the letter and to give the terminated employee a little space. When you're satisfied with the risk level and the cost associated with it, follow the remaining process and layoff the jobholder. Using methods like progressive discipline are important to turning these workers into productive personnel. Your legal defender will aid you understand the legal implications of the severance plan that you have in place.

The letter should carefully make clear, with substantiation or evidence, the events that lead up to dismissing the jobholder. You should also conduct exit interviews of sacked personnel. When you suspect the jobholder committed a serious crime against you, a jobholder or the company, you must get the police involved. You'll have some public relations headaches with a layoff. This is important to show the public, your employees and a jury you didn't terminate a whistle-blower for revenge. o Is it likely the accuser misinterpreted what she saw and heard? Your personnel will probably have a mixture of feelings about the lay off of the high level employee. Step 2: Get the problem employee's side of the story. Or if the jobholder resigned, you should note this as well. When you dismiss someone from a "protected group," have records showing you didn't treat this employee differently than those from non-protected groups (that's white males under 40). This assumes you have solid substantiation showing the reason you're firing her (and the reason can't be she is pregnant.) You should set directives using progressive discipline and formal warnings.