Once you have decided to terminate an employee, you should start putting together a list of exit interview questions that you'll use during the exit interview. Your personnel will probably have a mixture of feelings about the dismissal of the high level employee. Without strong standards for employee dismissal, you will find it difficult to sack the problem individual quickly enough. You can terminate an employee for various reasons. The yellow light here is to plan the dismissals carefully so that no discrimination case can be brought against you. You can also truthfully claim the employee was fully aware that his or her job was at risk because you have thoroughly detailed it. Use your separation letter to assist you get through the meeting. Those procedures can compromise the privacy of the sacked employee. The risk - low, medium or high - tells you how to handle the firing and save your company a fortune in legal fees and jury awards. Sometimes a worker becomes a liability the company cannot afford to support. These may be items like company computers, cell phones, credit cards, ID badges or a business car. Second if you have a case of insubordination, you can immediately terminate a worker.

Wrongdoing, but long tenure - You give the jobholder a final written notification (see Chapter 6 for long-tenure, single-offense workforce). Then you can give it to the employee at the termination meeting. This means the worker, in this case the layoff manager, must be able to take the basic notification template and apply it to her or his wants. To make matters worse, you must know the average award in a unlawful layoff trial is $536,927 (according to Jury Verdict Research) and the employee wins about 70% of the time (according to Steven Mitchell Sack in Getting Separated.)