o Discuss the severance package. Now that you have prepared all of the papers for the lay off meeting, it is time to call the jobholder in and notify him or her of the termination. Only when you should separate for criminal or violent behavior should a lay off happen right away. o Have you, or will you, treat this dismissal and worker differently than others similarly placed? Think through this carefully because it controls the procedures you use with the jobholder and the time it takes to dismiss. When you meet with the employee, use the form to conduct the meeting.

what if the worker had gone to a medical office in the morning and the doctor prescribed a drug with an unusual side effect of sudden aggression in some people? o Escalating discipline is confidential and should only be between you and the bad employee. o When you think the employee will likely get violent, do you have a security individual waiting near the meeting room? o Employer ordered excessive overtime. She said you rated her below directives because you showed favoritism to the "younger women with short skirts." You knew this to be untrue, and Personnel did an examination showing you weren't the problem. You start by documenting the business reasons for the job elimination. These forms show the firing is unbiased and not "spur of the moment." You may "lay off" a jobholder owing to his or her behavior or work performance. Therefore, it will take you 9 months or more to separate an executive when you follow escalating discipline and give 3 warnings before lay off. Escalating discipline is the primary method of detailing bad performance and minor misbehavior.