Keep a cool head and tell her you understand how she feels, but the layoff decision isn't up for debate. Here's my advice: When an older employee is close to vesting or some other benefit milestone, you should bridge the worker's time to get her the extra benefit. However, with this, you should also provide evidence that such training and counseling did not increase their productivity. In the termination memorandum, you also should include the triggering event that led to the lay off. Even though one or more parties may be angry, it is important you treat the employee with respect. Forget an "I am sorry" sentences or even "We enjoyed your time here" or anything that shows emotion about the employee's dismissal. Here are some of my observations about your behavior. After the worker and the firm have signed the severance agreement, you're legally bound to use the cover story for all your communications about the jobholder's separation. For example, the boss may think the worker has some insights into the organization's declining morale and can assist you devise a question to get this information. If you're negotiating with the employee, be aware a legal counsellor is probably coaching her behind the scenes. In a perfect world, your company will never need to use the worker discipline form. Lower stress for everyone means less anger and less risk of expensive litigation.

In the worst case scenario, the jobholder will take actions that hurt your small company. Give the firm reasons for the layoff including the business's new strategic direction and firm pressures. I don't have time for this." This is a legitimate feeling. It's a tricky aspect, for many reasons.