o The higher the dismissal risk, the higher the chance the company could go bankrupt, or, for larger companies, your profits will drop dramatically. Likely the stories from the accuser and the accused workforce will differ. Since it takes a long time to fix organizational problems, you for the most part give the executive a longer time for improvement between warnings. When you must layoff or RIF (reduction in force) several employees at one time, the processes are different from those of a single dismissing. This is especially important if your evidence for dismissing involves rumors or eyewitness accounts from other workforce. To avoid saying something you may regret later, plan what you intend to say before you go into the dismissal meeting. You'll have to tailor it to your desires, but it will give you a basic foundation. You will have to write the letter yourself. You should have described this remedial action in your worker handbook. Many times the firm fires an executive level worker owing to poor work performance. o Fair Credit Reporting Act (FCRA).

You're receiving this memorandum to notify you that your employment with (company name) has been terminated effective (include date here). This way of handling insubordinate workers will help preserve a more orderly workplace making it better for all of your personnel. They should know how to fire a worker while limiting their liability if the case goes to court. Your employees will probably have a mixture of feelings about the termination of the high level worker. When you feel comfortable with the consequences, go ahead and layoff the bad individual.