For the most part, you won't get any questions because the lay off has stunned the worker. Many managers, owners and personnel professionals believe you need a jobholder handbook before you can layoff someone. While this presents a different set of problems, you still must handle it delicately. No federal or state law compels you to give a severance to a fired worker. See Tool #3 in the worker Lay off Toolkit for layoff letter templates. To discipline a jobholder properly, you should follow a method that gives this person chances to fix his or her behavior. o Most importantly, he may still sue you for wrongful lay off, even if he resigns. Unfortunately, employers many times find themselves facing litigation about a separation because they failed to act consistently with all employees. Inform the jobholder what he or she can expect and what they need to do to receive their severance.

o Put the worker into progressive discipline for poor performance and misconduct issues. This is how you must write your warnings. o Tell the worker you're her contact individual for any more questions. Only then can you lay off insubordinate employees while minimizing the effects on the business. You do not owe an misbehaving disabled employee a job. You must not display anger during the firing interview.