They should decide how they should discipline the worker or whether they should layoff the employee. Mourning is a natural outcome of a personnel cut. This provides a record saying that you did meet with the worker and presented the information recorded therein. You can rest easy that it will be plain to a court and any attorney-at-law that you have done everything possible to be fair in your layoff of personnel. The written documentation about the firing should ideally include a series of escalating discipline actions. o Who's eligible for unemployment compensation and what can disqualify a jobholder. o Put all the jobholder's take home materials (separation notice, separation document, COBRA notice, final paycheck and severance check) into a folder for easy access. Therefore, you should carefully consider the contents of the termination notice and how you write it. o A script of what you'll inform the customers and suppliers. When you terminate someone from a "protected group," have records showing you didn't treat this worker differently than those from non-protected groups (that's white males under 40).

You'll learn more about this in Chapter 6: Build Your Case - Escalating Discipline. We believe the best way to handle the circumstance is to react right away and to confront the person using the policies or rules in place. Next, make clear any documentation of worker counseling sessions, special training provided to resolve the worker problems. o Allow the employee to keep or buy firm car. Stress the company decided to do a layoff for economic reasons and not due to that worker's lackluster performance. When you realize that separating someone will upgrade morale and the company productivity, you can sleep at night.