Many states do not effectively have worker-at-will laws. You would be wise to show Personnel and your manager that you're working hard to help the worker increase, but he is resisting all your attempts at rehabilitation. The first is a dishonest employee who intentionally falsifies records and gives false statements about important business matters. Since you gave no reason for dismissing this person, the jury will have to seriously consider the jobholder's "made-up" reason. The information shared in an exit interview can be as important as the comments you receive from your customers — even if these comments are from a separated worker. When you dismiss an employee for other reasons, you need to use escalating discipline. Remember when writing your own letter, you should obviously express why you are terminating the employee. This is a method where you warn the jobholder about his poor performance and conduct, lay out clear expectations and give him time to increase. Not only does it lower your chance of a wrongful layoff suit, but it sends a message to your good workers you won't separate them on a whim. o Has the firm consistently fired similarly placed personnel for these reasons in the past? This will result in a more efficient workplace and expel the idea of 'favorites' among the staff. Often in large corporations, layoffs include early retirement packages to long-term workforce.

o A dismissal package softens the blow of the firing and lowers employee's anger. o Using business's computer, copier and other assets to run employee's small company. So when you don't give a reason for a dismissal, the worker can only believe you're dismissing her for an illegal reason which you don't want to talk about.