I call this meeting the "Survivors' Meeting" but you must call it officially a "Firm Meeting." This helps decrease the remaining employees' feelings of guilt. After a sacking, a bad former worker can disclose company information to competitors, file grievances with agencies like OSHA, and return to the workplace threatening violence. Before you dismiss anyone, you must determine the chance the employee will sue you. I hate running to a legal counsellor and paying at least $1,000 to answer this question for every new "tricky" dismissal. And if the difficult employee elects to buck the system, you are better-off without her or him. Because the worker may try to come back with legalities or claims of unfair lay off, you must collect enough substantiation on your termination case. It should include all the employee's warnings, company policies that he or she violated, pay information, benefits information and anything else the employee will need to know once dismissed. If the coworkers and supervisors harassed the worker and the stress caused the jobholder to resign, this is also an involuntary resignation. Despite a worker's grave misbehavior, the boss and the personnel department often find themselves inadequately equipped to handle such individuals. And since you had to go into the past to "get him," your "real" reason for sacking must be an improper one. If theft occurs again, you should sack the jobholder right away.

In such cases, dimissing jailed employees is necessary. He sends a note to the CEO about it. Clearly, the jobholder should sign the jobholder lay off agreement. A letter of lay off should be factual and impersonal.