You should make clear the problem and how you expect the worker to fix it. You must recognize this feeling, but don't let it block you from staying upbeat about your business's new strategic direction. Certainly in this case you would want to say something positive about the worker's past performance in a more positive light. o Increased retirement benefits. This should include the lay off letter, separation contract, final paycheck, severance check and COBRA notice. Use progressive discipline to tell the worker what is wrong and how to fix it. When she has calmed down, go forward with the agenda. When you feel the jobholder has served you well during her or his time of employment, you should do all you can to make it on him or her. The only exception is when you feel the employee may get violent, and you want a big guy in the room.

Your report of the examination serves as your evidence justifying the dismissal. With an exit interview, you interview a recently separated employee about his experiences with the business. My goal was to keep you out of legal trouble, save the small company from a costly law suit and make a tough layoff as easy as possible. Therefore, you should watch for a worker that has difficulty concentrating or following directions, as this worker may develop into a major problem for you and the small business. Once the notification is ready, have your legal organization, or independent legal counsellor review it. o Violence by separated workers doesn't happen often. So when you're dealing with problem employees, always consider using remedial forms.