Well-written letters of dismissal can ease the pain of separating. Make sure there are plans to handle fired employees if they get violent in the termination meeting, if they decide to charge the executive suite or if they leave the building and decide to return. You may have been told that to "legally" fire you must document the jobholder's performance problem and bad behavior. o Is the documentation enough to justify a termination? Notice I don't mention using aggressive inquest techniques here. This note should say based on some recent incident and a careful review of the insubordinate individual's application materials, you suspect the worker's application is fraudulent. Your termination notice should briefly summarize the recorded papers you collected while trying to reform this jobholder. Since you have good evidence of gross misconduct, this can be no higher than a medium risk separation. o Who's eligible for unemployment compensation and what can disqualify an employee. This is one really good reason to layoff a disgruntled individual without delay. You also must include the specific reason for layoff, even if that reason is downsizing. o Does the punishment (the lay off) fit the crime?

Step 4: Call The Laid off Employee. Your next step is to consider what the disgruntled worker has told you and decide whether the circumstances need a warning. To develop your standards for worker termination, work with your legal department.