You can do a negotiated layoff. Remember a lay off for cause is never anyone's fault except the employee who stepped outside the guidelines of the company. The next chapter gives you a program for estimating your layoff risk. You can't layoff because of.

You should document all of this information in your worker dismissal notification. You must recognize everyone's hurt feelings, regain their trust and get the firm moving forward again. Meet with Workers Individually: Understand that some workforce will find the lay off more difficult to accept. When managing insubordinate employees, you should remember that often these individuals are more probably to file a unlawful separation law suit. The first recipient, the worker in question, needs a brief account of her or his behavioral problems. While you cannot resolve their problem, you might suggest the worker finds a way to work around so company can continue. o A reference memorandum from you or from the jobholder's manager. The same applies if you have an employee who engages in what you consider to be unethical or illegal conduct outside work, even if you hear about it — for example, drug-taking or sexual antics. Many personnel personnel don't feel comfortable terminating an executive level employee. o Your employee handbook, application, offer notices or other worker communications say you'll only sack for cause. You must ask one question from each of the following categories below. You should develop a policy to document worker problems appropriately.