If left unattended to, misbehavior will quickly demoralize the other workers you supervise. Don't fire her or let her resign until she has signed a release of claims in exchange for an increased severance package. Again, you can always benefit from a buying books on proper layoff methods. (See Chapter 7 for how to terminate for gross misbehavior.) And if you are a manager and not a small business owner, make sure you have your supervisor on board during the whole procedure. As you complete the form, you should think through the jobholder's behaviors, how it violates business policy and what the employee should do to change. If the jobholder asks for a jobholder representative to be with him during the discipline meeting, you should give him time to get one. 1) Recognize the employee's dismissal. In your termination memorandum sample, these details won't exist. Give company rationale for the layoff. It will likely not the be the last time you here from the separated employee. Be sure the problem you are having with the worker's work-related conduct or performance.

I've been in the firing firm 26 years. Once you have fired one employee, you will realize that it isn't as hard as it seems. Just stick with the documented facts, cover only job performance (not, off-duty conduct) and disclose anything negative which the potential employer "desires to know.". How to Break the Bad News, Terminating a Worker with Dignity.