For example, before the dismissal, you had 19.6% Hispanics, and afterward you have 20.4%. If you do, you will have greater success in protecting the small company from illegal dismissal lawsuits. A worker who you dismiss could potentially have a case for illegal layoff if you fire her or him on impulse with no prior signs his or her job was in jeopardy. You should remember embezzlement is a serious offense and dismissing that individual is commonly the only move you can make. For example, while I was working at one company, a supplier called us within the first hour of the dismissal asking about its ramifications. After you have created your layoff letters, call a meeting with all of your workforce and let them know about the lay off. I've put together a couple of samples of dismissal notices for you to pick from.

For the employee that is genuinely incapable, he or she can easily become an insubordinate worker - even if it is unintentional. But, what should you do about overwhelming misbehavior? Remember when discussing the situation with a jobholder to continue to reiterate why it is important that they do not behave in this way. Most separations do not end in long-drawn-out conversations, but guarded goodbyes, but be prepared for pleas and some shameful comments. At these meetings, you must be honest with the workers about the company's future and the need for cost cuts. For high risk dismissals (where the worker will sue and you'll lose), you never "officially" fire the worker, so you don't need a memorandum. Have a representative review the letter and make sure you're following proper business processes. Any separation memorandum should obviously state the exact reason for dismissal.