Dismissals can be made less difficult for you and your employees by carefully documenting poor workplace behavior and conducting termination or exit interviews with tact.

        The first step toward dismissing problem employees is documenting performance deficiencies or rule violations.  Keep a list of relevant incidents, providing a specific description of each event and noting date and time it occurs.  Next, discuss the list with the employee, clearly explaining that the employee is in danger of dismissal.  For workers you feel are worth retaining or who are likely to file suit over their dismissals, hold these discussions more than once.  Finally, provide the worker with a written statement, describing the problem and the consequences of continued subpar performance.  Often, giving marginal employees ample notice of their shortcomings may be enough to set them on the path toward improvement.

        If no improvement occurs, and you decide to dismiss the employee, do so at the end of the day or week.  Follow these guidelines for easier dismissal discussions:

	Conduct the termination discussion in private.
	Make the dismissal effective from the day you inform the employee of your decision.
	Be prepared to state the causes of the discharge in terms of company policy and remind the worker of the opportunities offered for improvement.
	Have ready in writing all the necessary settlement information, including data on vacation time due, severance pay, and fringe benefits.