I base my overall approach to dismissals on compassion for the separated employee. For example, obviously make clear the reasons for separation; whether it is a separating for cause, a layoff, or restructuring. First, be sure that all workforce who don't have a contract understand they are at-will workers. If the worker doesn't heed the warnings, she uses up all her chances. Lastly, the employee keeps a copy of the notification. First, you'll layoff good people who depend on you and the business to support their families. The focus should be on how to best bring around an employee that is out of line. Remove the worker from firm accounting and benefits programs.

Exit interviews are a good way to get the ex-worker's honest opinions about the business's direction and operations. If your business is big enough to have an Hr department, you should have them review the firing plan for legal compliance. By following the procedures in this book, you cover all bases. (You should also give this reminder if you're giving a final written notification as well.) Don't share the specifics of the feedback received, or point fingers at other workforce owing to the information collected on the exit interview form. It is important for your worker separation notification to be well-written and thorough. Live with the disgruntled individual or "fire" yourself. In general, you don't need an employee handbook to layoff.