Third, have standards in place so the grounds for dismissal are legal and fair. Why prolong the agony of the firm and the worker by conducting an exit interview? Wise employers do not dismiss workers without a reason and claim protection under "employment at will". The employee can't sue you for improper dismissal if you never dismissed her. This meant you could lay off an disgruntled worker easily. Step 1: Decide Whether To terminate. Normally, you use escalating discipline with the worker who has productivity problems or repeated minor misbehavior. Dimissing a worker has far-reaching ramifications beyond seeing the back of the person leaving your building and knowing what to say when that procedure becomes necessary is a substantial matter. So what does this mean for you, the supervisor, if you must dismiss an underperforming worker? Somehow, the legal advisers for these bad ex-personnel have made everyone afraid to tell the truth about their clients. Once you complete the report, you must give copies to your manager, the terminating manager and the company legal adviser, if you have one. Tell the jobholder when he or she should leave the premises.

The worker had repeated unexplained absences that exceeded the business's limits. Whatever your standards, you hold ALL your personnel to them using escalating discipline. These are all part of the employee layoff memorandum procedure. Mostly he should file a form every 2 weeks listing the potential employers he's contacted during the period.