Your employee may not realize just how difficult they are being, and how their negativity is influencing other personnel and clients. This worker may have negative conversations with other employees or may often overreact to problems or issues that you discuss. Therefore, this is an important step in the lay off process and you should prepare well-thought out questions. o Has her legal adviser send you demand letters to complain about improper treatment or to ask you to clarify your actions.

o Not performing according to the employer's directives. Your safest policy is to only confirm the worker worked for the business and the dates of employment. These steps include deciding the day to layoff, writing the layoff letter, ensuring your personal security and cutting the final paycheck. With progressive discipline, the worker can't say his dismissal surprised him. What leads up to job termination can vary from firm to business and scenario to scenario. Most importantly, you must know the worker's emotional state. This is only further complicated when you don't want to terminate a good employee but you must due to a business reorganization. To keep yourself and the small company protected, there are several basic guidelines to follow when creating an employee dismissal memorandum. Once again, the employer can ask for the worker's side of the story. You should also ask for feedback on your evidence especially whether it is sufficient to justify a layoff. Never try to layoff a worker "on the fly." You're opening yourself up to legal issues and giving the employee ammunition to argue about her or his layoff. You have 30 days from this warning date to increase your performance and meet these expectations.