She'll think she has complete protection from termination because of ADA, and she'll want to sue. The program creates stress not only for the workers but also for you, as the supervisor. The odious task of separating a worker in is not a pleasant experience and you'll need to think it through and prepare. o Replace high cost workforce with low cost workers (note: be careful on age bias here). These employees will voluntarily leave their jobs if the severance package is high enough. While firing a jobholder is difficult, some workers go out of their way to make it as tough as possible.

o Worker Retirement Income Security Act (ERISA). o Commissions earned through the effective lay off date. Under such circumstances, the employee does not have to give the supervisor the reason for leaving his or her current position. This chapter covers how to treat your bad employee fairly, honestly and with dignity as you dismiss his employment. When the supervisor has no papers and gives no legitimate reason for separating, the courts typically favor the employee. When you decide to start your own firm, and you plan to hire personnel, you must sit down and create an exit interview policy before you ever begin the interview program. o Your management and Personnel personnel who will evaluate your actions as a supervisor. You can limit your exposure by offering an increased severance in return for the employee's promise not to sue. The employee should be able to work and must be actively seeking work.