Whether the firm is large or small, make sure your sacked employee keeps their dignity. Now and then the ego will not let them realize the reality of the circumstance. Most labor laws restrict terminations involving bias as well as retaliation by the supervisor. Similarly, there will be certain special considerations you'll need to take for personnel based on their disabilities. Often this is all the motivation a jobholder needs to improve. Managers handling these workers should take more decisive actions. You must use the Objective Writing Style you learned in Chapter 6. The better prepared you're, the more capable you will be of completing it quickly, efficiently, and properly. Not only does the business sacrifice performance, but the victim of this gossip may claim the company and its management have violated their rights. Whatever you do, don't change your mind and in the middle of the exit interview and decide to not carry out the dismissal.

You must change your expectations of the problem employee. o The boss's managerial style and behavior causes the jobholder to be a problem. Question: What if you, or a subordinate, dismiss a problem worker without following proper methods? o Put all the employee's take home materials (dismissal notice, separation document, COBRA notice, final paycheck and severance check) into a folder for easy access. More importantly, you must include facts that back up your rationale for separating the jobholder. Once you have decided to separate an employee, you should start putting together a list of exit interview questions that you will use during the exit interview.