o A copy of the jobholder's personnel file. The previous five chapters (6 through 10) have focused on terminating a single employee. When you layoff an employee for other reasons, you must use progressive discipline. When the jobholder has a performance or demeanor problem, it'll normally take about 3 months to build a bulletproof case. Now and then employees either can't master the necessary skills or simply refuse to do so. o The employee has a great reputation outside the company and letting her go could hurt your small company's standing in the industry.

o Acting as a representative for workforce to management. Often, you don't have to layoff because the pressure forces the employee to resign. This honesty almost never happens with employees still on the payroll. While waiting can make matters worse, so too can coming at the circumstance blindly hinder the opportunity to bring the jobholder back into the fold. Most importantly, you must know the worker's emotional state. N.B.: Please sign and return this notice to confirm its receipt and that of the enclosure (if any). Through your questioning, there's a good chance the dismissed worker will say something you can use against her in a unlawful dismissal suit. Now is the time to deliver the letters you created with the help of your sample layoff notices. The more information you have at your disposal will guide you through the necessary steps that need to make this a smooth and easy program for you (and much easier on the employee as well.) With the knowledge you gained in Step 1, you can now ask intelligent questions of the Human resources department and figure out how to best apply/bend the rules to layoff your disgruntled employee.