Although much of this book has described how to terminate a single worker, this chapter discusses mass layoffs of employees. If the time comes to separate the jobholder, you must make sure you plan your dismissal meeting ahead of time. Simply citing your worker with a notice of reprimand may increase your worker's work productivity, but often it won't have a lasting effect. As part of your increased discontinuance package, you would add more time to employee's service so she can qualify for this benefit. If he doesn't leave, it may force you to dismiss the new worker. HIGH RISK Dismissals - You negotiate a release before termination. For example, you might include when the workforce must wash their hands, when they should wear gloves, when they should wear a hairnet, and what clothing is and is not acceptable to wear. If you terminate an employee and that person becomes angry, you could find yourself in a improper layoff legal action.

You may want to read the letter to fight nervousness. Have a representative from this department present to witness the lay off meeting. If you deal directly with employee firings, then you must know these employee rights in dismissal. Don't e-mail (or fax her) the termination documents until you have told her she's terminated. As a manager or small business owner, you should consider putting the following items on an employee separation checklist. By planning out your separation meeting ahead of time, you will be less likely to say the "wrong" thing. However, when these fail, realize you may have to sack the worker involved.