With an exit interview, you interview a recently laid off employee about his experiences with the firm. You should prepare to make clear the employee's layoff to several different people and groups, including. o He or she has recently moved or transferred for your company. This helps protect you against the workforce claiming unfair separation. Occasionally, this leads to an employee filing a law suit against the company. No one but the manager, the employer's supervisor and the Hr department need to know the details. Similarly, extreme disciplinary action for a minor infraction can lead to a drop in worker esprit de corps and cause a fall in productivity. You don't want to start escalating discipline and find out later your management doesn't agree or, worse yet, discover the problem employee is politically "protected.". The jobholder may also get flustered easily, have strained relationships with other workforce, or may have irritable outbursts while on-the-job. Writing a considerate and professional lay off memorandum is difficult and writing one under stressful, emotional circumstances is even tougher. Please don't use 'downsizing' as an excuse for sacking difficult employees, or creating a culture change in the department by replacing old personnel with new ones. Much like a jobholder remedial form, or any employment related written document, you must keep a separation notice on file.

When an employee is no longer connected to the firm, he's more probably to tell the whole truth about what's going on. The "judge" is called a hearing officer or at times an administrative law judge. You likely won't have to negotiate hard to get a signed release with most workers.