Make clear the "examples" section should not contain any derogatory references to the employee. For a high-risk termination, you don't use a termination memorandum, so the separation document is the only papers you must prepare. Therefore, you must document every problem that you have with the worker. If the employee signs a release in return for your standard package, her attorney-at-law will have a field day. In a perfect world, your company will never need to use the jobholder discipline form. Therefore, if a jobholder and his attorney-at-law file a discrimination claim, you can prove your decision was lawful and nondiscriminatory in nature.

Even if you have a guideline written package, using it to layoff specific workforce can get complicated. For example, don't layoff a bunch of older workforce and, then refill the positions with younger personnel 6 months later. Indispensable employee syndrome is a small business owner's (or any supervisor's) fear that a worker can't be replaced because he uniquely contributes a large share to the company's results. Separating an employee seems as easy as saying "you are fired" but this simply is not the case. When you have given multiple warnings to a jobholder for the same problem, it may be time for your company to cut ties with this individual. Following the firing Risk Estimate & Protection System(tm) in Chapter 4, you decide this is a medium-risk lay off, and you'll offer her extra severance in return for a release. If this is not enough, we will take law suit to ensure that firm is reimbursed. Owing to inadequate productivity, the Company is terminating your employment effective immediately. And, if the termination manager didn't give them already, you must bring the employee's final paycheck and severance check. If you can answer "yes" to both Part A and Part B, you have a high-risk layoff.