If the worker refuses to sign it, have another boss sign pointing out that he or she witnessed your discussion with the jobholder. And, within a couple of weeks of the dismissal, you should mention lay offs are a possibility, but you're looking at other ways to reduce costs. If you separate a worker for gross misconduct, you should have valid reasons and document it suitably. 1) Call the employee into the meeting as privately as possible. Firing - Separating an employee's employment for any reason except for business downturns and strategic realignments. ANSWER TO PART A: "Yes." You have a law suit coming for several reasons: 1) You're separating the 2 employees because they're women and this is improper. 1) You offer an increased severance in the termination meeting. By providing substantial papers and following proper procedures when firing employees, you have a better chance of enjoying a smooth transition without concern of retaliation or a negative lash back.

Obviously lay out the goals which you're going to meet by following the new strategy. In the first paragraph, the notification should clearly state that this worker is being fired. *First, keep in mind that this is not an emotional battle. As you might imagine, you should sack MANY workers when you're a turnaround consultant. Finally, Human resources managers need practical termination processes and options more than anyone else. First you must set up clear and effective rules about dismissal. He knows both you and the worker are not legal counselors and won't expect you to act like one. If the problem is due to personal family difficulties, you might advise the worker to seek outside counseling and give them the opportunity to upgrade their work.