These notes with your dismissal notice should guide you through the meeting. Most people consider this a severe form of termination where the jobholder is at fault. This assumes you have solid substantiation showing the reason you are separating her (and the reason can't be she is pregnant.) Many enterpreneurs don't layoff a disgruntled individual because they fear a law suit or other suit. When developing your sacking disabled worker polices, it should be similar to those you follow for dimissing your other workers. You can also use this meeting to gather insight from laid off workforce. Certainly, some employees are just difficult to get along with and this now and then doesn't become clear until after you have hired that individual. The disgruntled individual would be out-of-sight and out-of-mind. Once again, the boss can ask for the worker's side of the story. Why is it the worst workforce, the ones that you simply must sack, are always the ones most probably to sue you?

The supervisor should handle the firing notification the same way in all three cases. You also might consider using a remedial action form. The employee termination notification is key to this procedure. o Breach of fiduciary duty to the company. Note, though, you must document the verbal warnings in the jobholder's workforce file.