(These are just thumbnails of discipline warnings. By the way, the individual doing the interview is generally someone from Personnel, and not someone part of the ex-employee's chain of command. For example, you can't sack someone due to her race, religion, sex, age and so on. I'm a turnaround consultant and the author of the best-selling, "The Insider Secrets to Saving Your small company: The Step-by-Step Turnaround Guide." (www.turnaroundcentral.com) In case you don't know, turnaround consultants save failing companies from bankruptcy. By planning out your dismissal meeting ahead of time, you'll be less probably to say the "wrong" thing.

Clearly, the employee should sign the jobholder lay off agreement. If a small company owner does not reinforce on regular basis the communication channels between him and his workforce, a departure of a jobholder can disrupt the firm and heavily impact overall employee morale. 4) Give firm rationale for the termination. I could answer this question with a bunch of legal mumbo jumbo. Every company should have set ground rules and standards, and every worker should have a hard copy which discusses offenses that may result in immediate suspension or lay off. It bears repeating, you shouldn't be subjective in your writing, and you shouldn't give opinions on why the disgruntled individual crossed the line. Learn how other small company owners are sacking bad employees while lowering their risk of improper lay off lawsuits. You must also avoid terminating someone before a holiday or vacation time, as juries see this as being insensitive and are more likely to reward for damages. And, since you forced him to quit, you're open to a illegal lay off suit. Being the ex-employee's contact individual, the Hr professional is in a unique position to "sell" the separation package and the release of claims. Give the original copy of the employee separation memorandum to the worker while keeping a copy for your records.