If you are uncertain about how to go about these activities correctly, look into getting a book that provides you with practical information and examples on employee dismissal notifications and dismissal meetings. If you make this a compulsory transfer, the jobholder could quit, claim constructive discharge and still sue you for illegal separation. An angry employee leads to a costly litigation. I recommend you send a hard copy of the termination documents (dismissal notice, separation agreement, COBRA notice, final paycheck and severance check) to the employee's home address by certified mail, return-receipt requested. Here are some of my observations about your behavior. This tells them you are serious about the circumstance. In particular, you can't lay off a worker because she is pregnant.

If the circumstance has failed to upgrade or has not improved to acceptable guidelines, you should write the firing notice. If you fail to take the right steps when firing employee problems, you may find more headaches await you further down the road. If the jobholder performs unlawful acts, is violent or jeopardizes the safety of other workforce, you have the right to lay off them immediately. 6) Clear up any misunderstanding the worker may have. I call this a negotiated separation. In this case, you should launch a probe (with your management's approval, certainly) according to the standards of Chapter 7 or the small company's prevailing policy. Here's a sample written memorandum of lay off: If you saw the insubordination, you must reflect on your observations. Every time the employee does something that warrants reformatory action, you should tell them not only what they've done wrong but also what the consequences are for not correcting the behavior.