When you can't afford a large dismissal package, you must look for ways to invalidate the employment contract. Second, the employee is unlikely to sue and you have inadequately detailed a legitimate reason. This latest incident has made me, my boss and our entire organization look bad to upper management and to other departments. With a good letter, you can uphold a calm, professional manner no matter what the worker says or does in the termination meeting. This gives the firing manager some correct wording to use. The personnel person should give the reasons for sacking, telling the executive that they can dispute the claims through the proper channels. This is a decision you're holding fast to, and any misunderstanding of that fact will surely not be to your advantage. This means he should give substantiation of what you were THINKING when you gave the reference. Therefore, if the employee can find any way to sue you for wrongful lay off, he'll do it just to even the score. o The dismissal is medium or high risk and you can't afford the increased severance or a suit.

o It allows time to do a thorough probe, evaluate the substantiation and write the investigatory report. o Are there believable mitigating causes or was this an innocent mistake with no intent to break the rules? o Have you thoroughly detailed the company reason for the worker's job elimination and is it unlikely you'll refill this position within the next year? Step 2: Get The Problem individual's Side Of The Story. What leads up to employee termination can vary from company to firm and scenario to scenario.