Since you can terminate a worker for his first incident of gross misbehavior, you must conduct a thorough inquest and reach a reasonable conclusion about what happened. This affects overall company profitability and jeopardizes every employee's position in the company. Remember, you, as a supervisor, are only doing your job. Now that you're adequately prepared for the termination meeting, the next step when dimissing employees is to schedule the meeting. You shouldn't separate an employee right away for poor performance. Probably the employee feels like she "owns" this equipment anyway because it's in her home, and letting her keep it'll ease some of the sting of the firing. Our offer of extra severance benefits expires on [Usually 3 weeks from date of notice.] To get these extra benefits, please sign and return the agreement to me by this date.

You can include both options in your dismissal notice sample and decide in each instance what is best. You should fight the claim if the employee resigns from the firm. Second, the notice helps you start the layoff meeting. You, as a manager, should know your workers. Nothing is more frustrating to you as an employer than employment insubordination. When you have been successful, the employee should leave the meeting thinking about "next steps" instead of focusing on the past. The employee should then sign documentation showing that he or she is aware of the problem and recognizing that you have discussed it. Or, if you have a good performing worker but you don't like her for some unlawful or stupid reason, you must put your personal biases aside. You can do this by formally introducing the new supervisor to the employees, if the supervisor is new to them.