After all, it is a business, and if you're losing money on the account of a problem that is reasons for separating. As a business owner, you have to remain objective as you collect information in the exit interview. If this is the case, then you must involve the entire Personnel or Management team in making your own business based warning form. In particular, we don't always have documentation, we don't always lay off for a legal reason and sacked personnel will often sue us for bogus reasons. Gross misconduct is the one place you can summarily terminate a worker without worry. You can get generic warning forms at your local office supply store. And state the date the worker will stop working, and any cash payable to the worker as well as any company property the worker must return. A key determinant of risk levels is satisfactory evidence.

Sacking a worker is a big headache due to the potential legal problems and workplace disruption it can cause. Also, make sure you always have enough proof and data to support your decision. (This agenda is similar to the one in Chapter 9 and you might find it helpful to reread it for more insights.) For example, you might say the worker caused great problems with his or her demeanor and then describe, in detail, how it affected the business. Before the end of day, you should return all firm property, including (here you should state everything the worker should return. If management normally accepts this language or even uses it now and then, they can't consider the jobholder bad. How are misbehavior and separating connected? How the lay off of Employee with FMLA Can Be Done.