Not only is this troubling, but fact that you must layoff employees usually indicates that your small business is not performing up to directives. When you sit down and let the employee go, you should be sincere about the reasons you feel the need to lay off him. This includes weekly severance payments from his previous employer, jobholder's compensation benefits or unemployment benefits from another state. The next step is a formal notification. When you don't know what to say, you must just read the notification. Tip #2: Take at least 9 months to fire using escalating discipline. No sample written memorandum of lay off will fit your every need. With a high risk lay off, the worker is likely to sue and you have little documentation to defend yourself. Since this is such an important step in the layoff process, you need to plan ahead of time what you'll say to the employee.

o Outplacement assistance for 2 months. You should not give an employee whom you lay off "for cause" any recommendations. The next chapter gives the 17 steps for preparing a separation. When you see it in your workplace, you should deal with it immediately. What if you're the independent reviewer for another manager's dismissal decision? My advice is you settle with them as quickly as possible and return your focus to overcoming the business pressures which forced the lay off. Unquestionably, you should only read Chapter 9 or Chapter 10 based on your termination risk.