If you decide on voluntary separations, the process is similar to what you learned in Chapter 10 for high-risk terminations. If you don't have a company handbook, you can always post worker rules in the common areas of the office. Example: "Given that ABC Company wants to upgrade, what do you wish you could've done differently? After the hearing officer has recorded the documentation, the real hearing begins. And he won't feel embarrassment about missing work on Saturday and Sunday. Laid off personnel will often inform you "secrets" about your work environment that a resigning worker never gives. Instead, you negotiate the layoff and the employee resigns. An alternate case of medium risk separation is when the jobholder is unlikely to sue, but you have little documentation justifying a legitimate dismissing. Dishonest personnel are a danger to both the business and employee morale. For example, if the problem individual is a white woman, then transfer her to a white woman boss. (This is seldom.) So what do you do? Action that is too forgiving will send the message that you'll tolerate insubordination can lead to trouble down the road as other workers push to find your limits.

And every court in the land recognizes the right of employers to separate for business desires. It's a good idea for all employers to have guideline termination procedures in place. Give the worker his final paycheck and standard severance check and say thank you for his contributions to the business.