The managers don't want to hurt the employee's feelings by giving the legitimate reasons. These methods include recording any problems that may have taken place with the employee. This is true even when the manager does not like the type of work that an employee does. Then make clear what severance you will give the jobholder and how you came to these final numbers. Wrongdoing, but long tenure - You give the employee a final written warning (see Chapter 6 for long-tenure, single-offense personnel). When the problem worker has not improved per your "final chance" directives, you give your final presentation to Personnel and management. Since most workforce are good and hard employees, it's to everyone's best interest (both workers and managers) for companies to share honest opinions about ex-personnel. Certainly, not all personnel turn around their outlook. The letters have different content and you can use them in a way that judges and legal counselors will consider as legal papers. You must give them a chance to change their ways, but if they don't, you should layoff them. o Put all the employee's take home materials (dismissal letter, separation settlement, COBRA notice, final paycheck and severance check) into a folder for easy access. When you're working with the legal counsellor, it helps if you have a clear idea of what you want to include in the discontinuance package.

They should then sign the warning form and have the disgruntled employee sign it as well. You will have to write the notification yourself. When you give a problem individual a choice of resigning or you separating him, you are not giving him a real choice.