A high risk separation is where the worker is likely to sue and you have inadequate documentation. First you must set up clear and effective rules about layoff. A medium-risk lay off is simply those separations which are not low or high risk.

Not only should you document the problems you have had with the worker, but you also must prove that you effectively communicated your expectations to them. If you publish it for all to see, it ensures that you and your personnel are all on the same page when it comes to disciplinary methods. As an employer, you'll find a notice of separation helpful. Don't back down from your decision, and use the lay off memorandum to guide you through the exit interview procedure. A low risk termination is one where the worker is unlikely to sue, and you have suitably documented a lawful reason for sacking. Its goal is to "fix" the disgruntled employee. Consciously or subconsciously, the worker facing termination, will often begin offensive behavior to make it more difficult to let her or him go. Employees who have the most time with the firm have less risk of being fired than those you recently hired. (To be safe, you must just read the lay off notice and stay away from offhand comments.) In some industries, employees must perform specific and measurable quantities of work daily; in other workplaces, personnel must produce good quality results on schedule. After your corroborators have testified, the worker will inform his side of the story. Although this may be mentally exhausting to you as the Human resources manager or owner, you should respect each employee as well as their privacy.