In this article, I will lay out some general principles you can use with any lay off. Before you reach the point when lay off is necessary, you must document all problems you have had with the employee. If there are further problems, you must document these as well. It only reflects my most positive experiences with you at [The company].

Here's my advice: When an older worker is close to vesting or some other benefit milestone, you should bridge the jobholder's time to get her the extra benefit. In any workplace with a few or many workers, there are always going to be instances of worker misbehavior. Discipline in the workplace by Human resources Departments is always tense and any steps that you can take to help are a plus. But you'll face certain risks dimissing employees. However, if you believe the employee's productivity can be altered, counseling personnel is an intermediate step before terminating becomes necessary. Lastly with dismissals, you tell your workforce about the firm's poor financial condition several weeks before the lay off. As you know from our previous discussion on (list dates here), your lack of attendance on the dates of (state all dates the jobholder failed to show up to work) caused numerous problems (list these). If a firm does not have these rules in place, then it can become difficult to enforce a separating. Be sure to follow your standardized processes exactly and the firing should go as smoothly as possible. It should include a signature line for the employee to sign proving the worker saw it. Unfortunately, employees claiming improper separation are suing companies every year. It should obviously spell out and document the reasons why you dismissed the jobholder.