(Of course, when your small business already has policies and methods about layoffs, these supersede the list below.) After reading the notice and dealing with any negative emotions, you must ask for questions. This last question brings to mind why it is crucial to have certain actions thought out before bringing in the employee. Policies for dealing with difficult employees in this area differ from business to company. As a boss, you should set clear expectations in writing. Besides the emotional stress of terminating employees, you must be wary of lawsuits. If Rick is working the system, he'll hire an unethical attorney-at-law and say there was another "real" reason you dismissed him. Also, it's misbehavior that has severe consequences for the business. As a Personnel supervisor or small business owner, you will eventually have to terminate an employee.

Lastly, the jobholder has 60 days from this notice or from the time his health care coverage stops (whichever is later) to elect the COBRA coverage. If you decide on voluntary terminations, the process is similar to what you learned in Chapter 10 for high-risk terminations. It must be easy to use and it should help the separating supervisor draft the necessary write-up without risking the firm legally. Being the ex-employee's contact individual, the Hr professional is in a unique position to "sell" the separation package and the release of claims. Also be aware that terminated employees may act irrationally. Be professionally neutral when communicating about the termination. For example, when the jobholder brings a notification from a coworker to confirm his version of events, this note is hearsay proof.