When you discuss the separation contract, you should sell the package without being overt. Once you have stated your reasons for firing, give the details of the firing package. This is Tool #4 and it's toward the end of this book. The main question an employer will have is, "Which worker should I terminate? You should carefully document all attempts to contact the jobholder along the way. Therefore it is mostly wise to include someone from the Personnel department as a witness. Your workforce can't do their jobs unless everyone obeys the business rules. The psychological reason for this meeting is to give the employee a chance to "have his say." He needs to inform someone from management how unfair you and the firm have been. You have invested time, money and effort training your personnel. The grounds for dismissing a jobholder may be valid, but handling the circumstance badly can cancel this. To prevent this from happening, you should understand the basics of writing an employee dismissal memorandum. Your lay off notice should briefly summarize the detailed documentation you collected while trying to reform this worker.

o Your employee handbook, application, offer letters or other employee communications say you'll only lay off for cause. o A genetic test (for example showing risk for cancer or sickle cell anemia). So when you are dealing with bad employees, always consider using reformatory forms. The supervisor should never fire an employee on a whim or out of resentment.