Is it any wonder worker separations frighten and worry most supervisors, owners and Personnel managers? Be careful of these sites because their recommendations are often too simple for the "real world". Employers don't know their rights, and many don't know what to tell a separated employee when he asks about unemployment. As a manager, you cannot hide from it when it happens. Finally, you must address how you'll handle final pay will and describe any special severance packages. And it is important to fire this employee. In Tool #5 of the worker Layoff Toolkit (at the end of this book), I give you some sample questions for a "resignation" exit interview. First, it takes much evidence to appropriately lay off a problem individual, and sometimes we don't have the time or willpower to get it. In the past an employer could fire a worker who did not meet their expectations or who did not fulfill their job duties. Another consideration would be the customers or clients the fired worker may have dealt with. The employee may not take these warnings seriously or simply just can't do the job.

Due to their high-profiles, senior executives normally want cover stories. Lastly, sit down with the employee and discuss the dismissal letter. As long as the lackluster productivity or behavior occurs within a reasonable period, like 6 months, you give him another Final Written warning. In such cases, the reasons for the lay off may include intoxication on-the-job, violence, verbal abuse, sexual harassment, and insubordination.