Following Proper Methods for Sacking Workforce for Misconduct. 2) Be objective, not subjective. However, you'll know some employees will sue regardless of the lay off reason. And if the bad worker elects to buck the system, you're better-off without him or her. If there is a rule for terminating a employee, it should be not to lay off them where they may feel humiliated. Keeping your separation form short shows the recipients you respect their time. 2) You should inform the worker to whom else you're offering "the package" including their ages, job titles and business units. Because the VP of manufacturing is the CEO's brother, you decide you can't politically separate the payables accountant. You may have a tricky time dealing with personnel who handle financial data. And, since you forced him to quit, you're open to a wrongful dismissal suit.

Here's an example of using escalating discipline for overwhelming misbehavior. Behaviors like this only add to the employer's right to fire the employee. A worker can claim they were fired unlawfully if they can show you breeched an implied contract, are retaliating for whistle-blowing, intend to defame them or are involved in fraud. If you fire an employee for "cause," a clear, well-written statement of the reasons for the firing will inhibit any future legal action by the worker. By following these general standards, you can create an effective layoff letter. However, you'll know some personnel will sue regardless of the lay off reason.