o When you think the jobholder will likely get violent, do you have a security individual waiting near the meeting room? You could, undoubtedly, sack people in a group meeting. o The employee's attorney who needs to put the worst possible spin on everything you write. So long as no workplace bias can be proved, the termination should go smoothly. o Confirms continuing eligibility for benefits.

To do this, you'll need to coin an employee termination letter that details the reason for layoff and the effective date of lay off. When firing for a firm reason and competitive pressure, you must thoroughly document the economic trends and strategic changes which drive your layoff. The definitions are qualitative measures, not quantitative ones. On the other hand, personnel that are 'downsized' lose their jobs for reasons that are no fault of their own. o The jobholder knew the productivity guideline, productivity expectation or rule of conduct. o Give the final paycheck and severance check, if applicable. o Not performing according to the employer's expectations. Separating a employee should be done with compassion and with the firm in mind. This is not an easy task but, for the sake of the company and esprit de corps of the workplace, you must replace a poor performer with an effective one. You own a business, and this means you have a big responsibility on your hands.