If you're an employer and you have a good reason to terminate an employee, there should be no legal problems to hold you back from firing him and improving your workplace. Finally, sit down with the worker and discuss the firing memorandum. And, when word gets around back at the worksite you're fighting "poor ole' Joe" about his unemployment claim, you'll lose the remaining workers' goodwill and some performance. It is a topic no one wants to discuss. And you'll discover how to lay off a worker that has filed an Equal Employment Opportunity Commission (EEOC) action or has blown the whistle on the company to the press or government authorities. If the worker engaged in misbehavior, then briefly discuss the investigative process you followed to prove it. Also discuss whether you could restructure some jobs to incorporate essential duties of one job into jobs - increasing productivity as well as changing your employees's group attitude. Keep a friendly tone and act like you're the terminated worker's advocate with the company. However by including a reason for dismissal in your memorandum, you explain the basis for your decision. Let me cover two other productivity issues with you. (Include date, time, place, witnesses and how behavior has affected the supervisor, organization and firm.) Employee disobedience is every entrepreneur's and manager's worst nightmare.

Because the standard layoff approach was so flawed, I developed the firing Risk Estimate & Protection System(tm) (TREPS). In particular, we don't always have evidence, we don't always fire for a legal reason and dismissed workers will often sue us for bogus reasons. He accepts business conditions forced the firm to cut his job. It should include a signature line for the jobholder to sign proving the jobholder saw it.