This leads to the jobholder feeling you didn't give him his "due." In such cases, suspend the employee for 3 days with pay to let everyone's emotions cool off, carry out a fair inquest and prepare a proper separation. There are times when terminating someone for an improper or stupid reason is cheaper (in time, money and emotion) than keeping the person on. With "Dismissal Options," your goal is to get the jobholder out the door, either immediately or soon. The exit interview generally occurs offsite. o The employee will probably sue even when you have plenty of documentation, OR. o Option 11: Quit Or Reassign Yourself.

When you fight a claim, you must rehash negative events leading up to the termination. Who Needs To Know How To layoff? Not only is a reemployed individual less likely to sue, but also the potential back pay damages will be lower. You should do this before you can consider separating. While you must treat these excuses with a certain degree of fairness, use your worker handbook and guideline policies to your advantage. Suppose you have 2 corroborators who saw the worker commit a gross misconduct violation or heard him admit to it. When you have information that can guide you through the procedure, pointing out correct ways to reprimand and correct layoff procedures, this will help in protecting your small business. When you follow proper procedures, separations are without risk and easy. Third, the jobholder has a written contract (many union employees and executives have this), and the contract compels a severance payment according to a formula. You can also question the jobholder about why he or she wants to be misbehaving to your instruction.