You did a probe for gross misbehavior (sexual harassment) according to the processes in Chapter 7. o Are the reasons clearly laid out so anybody inside or outside the firm would understand? o Asking for equal pay based on gender. You can also question the employee about why he or she wants to be problem to your instruction. The purposes of an exit interview are both psychological and company related. When looking for a separating workforce manual, there are six areas you should consider. You present the letter at the termination meeting the day you terminate the employee. You'll need to use your gut feeling to decide this one. This worker may have negative conversations with other workers or may often overreact to problems or issues that you discuss. Some types of misbehavior are not too serious while others are grave enough to force management to separate a worker. This is only further complicated when you don't want to layoff a good worker but you must on the account of a business reorganization.

This training manual is a "guidebook" because it carefully guides you through risky dismissals like those I presented in the introduction. You will be paid for two weeks following the effective date of dismissal instead of working through the customary two-week notice period. Some types of misbehavior are not too serious while others are grave enough to force management to lay off an employee. You must offer to hire the sacked worker back immediately.