If possible, write the notification ahead of time and present it to the jobholder during the termination meeting. If you don't know how to use escalating discipline or how to write a proper lay off notice, you need a copy of my book, "Employee termination guidebook." You can get it at my website: Even when sacking an "at will" employee, the supervisor should exercise care in wording the reasons for the lay off. If your termination isn't low or high risk, then it must be medium risk. Legal counselors and Personnel professionals call this a separation by mutual consent or a negotiated layoff. A high risk dismissal is where the jobholder is likely to sue and you have inadequate evidence. Having Standards for Employee separation Is A Good Company Practice.

As an employer, you should conduct worker investigations before layoff proceedings can begin. But the good news is this Guidebook tells you what to do for every situation. If you have an "emergency separation" and don't have time to read the options, then go to Chapter 8: Method - How to Prepare for the dismissal. Also, when you can't dismiss the difficult employee for some political reason . Once you have laid off one worker, you'll realize that it isn't as hard as it seems. If he still refuses to sign, you should bring another supervisor into this meeting and ask the boss to verify on your copy he saw you give the worker the warning. If you want to lower the dismissal risk and cost, I encourage you to study these chapters. For example, you may be terminating the person's employment but plan to hire the individual on as a consultant for the company.