Separating a worker should be done with compassion and with the firm in mind. The proper way to separate a worker is for behavioral problems such as bad performance, tardiness or missing work. The first substantiation you should hold is papers stating the employees past performance is poor or less then standard. Once you verify the employee's availability, schedule a conference room for the lay off meeting. Or, you can mail it to him at his request. With the sue-happy nation we live in, it is easy for a terminated employee to bring a case against you and claim that you had no real ground for dismissal. o The supervisor's managerial style and behavior causes the worker to be a problem. Once you have the employee's signature and your own on the notice, you must make a copy for the worker and one for your records. So, if this isn't the worker's first warning, then you need to state on the warning form, what warning it is and what the proper action will be if they continue to cause difficulties at the company.

These may be items like company computers, cell phones, credit cards, ID badges or a company car. Some items you should include are dates of employment, nature of employment, and the reason for separation. More importantly, it tells the remaining workforce they can expect "due method" as well.) This is followed by a written notification, a final written notice, and then termination. Without sounding too rough, you should let them know that revealing this secret is grounds for lay off. o Refund of job hunting expenses. o The adequacy of your documentation about the worker's terrible productivity and misbehavior or the business reasons requiring the job elimination.