This would include a copy for your records and a copy for the worker listing the amounts stolen and how you took this from their pay.) Sever ties immediately and the worker who committed the theft will not have an excuse to return to the building. Provide specific grounds for separating the employee, their problem behaviors and dates these problems occurred. At times they can be the best for the difficult employee and the company. When the employee owes you money other than the guideline deductions, don't take off these amounts from the final paycheck. o Bitter and angry at the world. Once you sack one set of workers, the firm wants might require more dismissals. Seldom is the "real" reason for the dismissal an wrongful one. o Is it probably the jobholder will take litigation against you and your company? You should ask follow-up questions when it helps you reach your goals. Seldom is the "real" reason for the layoff an wrongful one. The dismissal package need not be elaborate to create goodwill, but the absence of such a program will not go unnoticed by either the fired employee or those with whom he or she makes later contact. o For terrible performance: You fairly evaluated the employee against a reasonable job guideline or expectation.

Note: If you have a high-risk lay off, follow the meeting method in the next chapter. Second, you shouldn't lay off someone before his vacation or a holiday weekend. The memorandum should clearly state the grievances, previous warnings with dates, and the letter is a notice of dismissal.