When you layoff someone from a "protected group," have records showing you didn't treat this worker differently than those from non-protected groups (that's white males under 40). The jobholder has not been doing a good job, the manager has all the proof of this and the employee has fair warning that it will happen. More importantly, you should include facts that back up your rationale for firing the employee. Many managers, owners and personnel professionals believe you need an employee handbook before you can separate someone. This assumes you have solid substantiation showing the reason you are terminating her (and the reason cannot be she is pregnant.) The worst downfall of any business is not following through with the remedial policies and procedures written in firm manuals. When you sit down and let the employee go, you must be sincere about the reasons you feel the need to sack him. You can also use this meeting to gather insight from separated personnel. Once you see it, you must immediately start down the path towards termination procedures. Potential Items of an Increased Severance package.

When both verbal and written reprimands fail, you should proceed with dismissing the jobholder. The jobholder has the right to know why you are separating him. Usually, this is dismissing the employee. Therefore, you should watch for an employee that has difficulty concentrating or following directions, as this worker may develop into a major problem for you and the small business. Since they believe it's free government money, they think you're spiteful if you fight their claim.
To receive severance pay these days, departing employees usually must sign separation or severance agreements (or related clauses within More