Therefore, treat this circumstance like a high-risk layoff. o Has the boss explored all possible mitigating causes? The memorandum is a template so you'll need to adapt it on a case-by-case basis. Using an exit interview policy, you'll leave emotions out of the lay off meeting. You may have been afraid to lay off because he could sue for unlawful layoff. You'll interview eyewitnesses and gather documents to either prove or disprove the gross misbehavior. You don't ever want to give the employee the idea that your layoff is open for debate or discussion. Most workforce know when you're close to terminating them. You will need to collect these from the employee at the firing meeting.

o The higher the firing risk, the higher the chance you'll lose the suit. Such individuals include detailed embezzlers, harassers, violent-prone employees, thieves, stalkers and so on. To help clear up the grounds for the layoff, create a brief memo which outlines the business's new strategic plan with the goals you expect to achieve. o The employee knew you could dismiss him for violating the rule or instruction. Using a worker dismissal Form at the termination Meeting. Once you decide this is a low-risk layoff, you sack right away and give your standard dismissal package to the jobholder. Managers who fire a worker "for cause" do not usually provide a jobholder notice of termination.