If you fire an employee for this particular misbehavior you had better have papers. The Second Step When Separating Workforce: Prepare for the termination Meeting. If you have an "emergency separation" and don't have time to read the options, then go to Chapter 8: Program - How to Prepare for the termination. Describe, in detail, all actions and behaviors that lead to the worker's discipline. (By the way, if this is a high risk lay off, you don't need a dismissal notice since your goal is to get the employee to resign voluntarily.) It briefly outlines the problems you're having with the jobholder and spells out what will take place if the jobholder fails to correct his or her behavior. Here is one sample memorandum you might use when separating a worker for poor work quality. In this sample lay off notification, the tone is slightly more familiar. I recommend you send a hard copy of the termination documents (layoff letter, separation settlement, COBRA notice, final paycheck and severance check) to the jobholder's home address by certified mail, return-receipt requested.

A fair investigation means you get the jobholder's side of the story, talk to other eyewitnesses and gather physical proof (if any) in a proper way. If you're giving cash as part of your standard severance, then include this in another check to keep the accounting straight. If you need the employee to stay, it's better to say, "You can leave if you want, but you may be subject to discipline and separation.". I don't have time for this." This is a legitimate feeling. In some cases, this can lead to a law suit. And it allows employers to hire as well as terminate personnel for any reason - at least as long as you're not violating any other laws in doing so. For personnel, past productivity is the best indicator of future productivity.