When the worker can think of himself or herself as being "fired" as opposed to being abruptly "fired," the employees negative feelings toward the boss don't linger and the productivity of their remaining coworkers does not suffer. This should include a lay off notification. The answer to this is "NO." Since high paid personnel are for the most part your older workers, they'll claim this selection guideline leads to illegal age bias. Your reports of these disqualifiers should stop the worker's charges to your account. The risk - low, medium or high - tells you how to handle the dismissal and save the small business a fortune in legal fees and jury awards.

The commission expects you'll warn the worker at the first misconduct incident and give him a chance to upgrade. You must write a dismissal notice before separating the jobholder. Therefore, you should discipline and likely go to separation when a worker becomes a behavior problem. You should suspend or right away separate this person. With a high-risk dismissal, you don't sack the employee, but he resigns in return for a big dismissal package. o The incident is for gross misbehavior. This way of handling insubordinate workers will help preserve a more orderly workplace making it better for all of your personnel. Remember a lay off for cause is never anyone's fault except the jobholder who stepped outside the standards of the business. You present the memorandum at the firing meeting the day you terminate the jobholder. Writing a considerate and professional lay off letter is difficult and writing one under stressful, emotional circumstances is even tougher. Then you should list the reasons you are dismissing the employee.