This documentation then becomes a legal document that supports you in court. Frankly, with a high-risk termination, you don't have to tell the "real" unlawful reason to the jobholder. I'll show you how to use my proprietary method to find out your risk. This employee steals property, takes money, and does bodily harm to others. Include the Reason in the layoff Notification. Give business rationale for the firing. For example, you might say the employee caused great problems with his or her demeanor and then describe, in detail, how it affected the firm. If left unchecked, it can snowball into a major problem that affects more than just one worker. In the dismissal letter, you also should include the triggering event that led to the lay off. Continued poor performance because of errors in scheduling and lack of initiative. Frankly, with a high-risk layoff, you don't have to inform the "real" wrongful reason to the worker. For instance, a jobholder might claim that you discriminated against them during the layoff, or that you did not give them ample warning.

Also take time to point out business policies and procedures so the worker is made aware of them. In most dismissals, the risk is low because you have satisfactory papers why the layoff is occurring and most fired workers are unlikely to sue. Eventually you will resort to a verbal warning, a written notice and a final lay off notice.