This program is for dismissing employees for terrible performance, repeated minor misconduct and gross misconduct. You may believe a jobholder is doing something against the rules or that puts him or other workforce in danger, but have not been able to witness the jobholder engaging in these actions. Or a medium risk separation becomes a high risk. Then you must list the reasons you're dismissing the worker. This will aid you, and any other supervisor you hire, protect both your rights as an employer and your employee's rights as an employee. This termination has a different set of standards from those of firing an "at will" hourly wage employee. Small business managers and owners must be careful when dismissing and laying off personnel, because their business's survival is at stake. To make matters worse, you must know the average award in a unlawful layoff trial is $536,927 (according to Jury Verdict Research) and the jobholder wins about 70% of the time (according to Steven Mitchell Sack in Getting Laid off.) Whether the boss should use escalating discipline such as warnings or letters of reprimand or should separate the jobholder, depends on how the jobholder insubordination occurs. Therefore, you must always assume the older worker will sue for unlawful separation. While workers obviously appreciate the advanced warning, some employers wait to inform the bad news.

You communicated with the employee, explained behaviors that violated policy and outlined actions they needed to take to correct their behavior. This is all part of the hiring and firing a jobholder. When firing a jobholder the goal is a peaceful resolution. When writing your notifications of termination, include some simple, and obvious, details.