Termination Guidelines

How to Fire
an Employee
the Legal Way:
6 Termination Guidelines
Editor
Editorial Director
Associate Publisher
Publisher
Kathy A. Shipp
Patrick DiDomenico
Adam Goldstein
Phillip A. Ash
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---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way
How to Fire an Employee

the Legal Way: 6 Termination Guidelines
hese days, its much harder to get rid of a problem employee. Workers are more
aware of their rights under the lawand theyre more likely to seek the advice of an
attorney if they think theyve been wronged by their employer. The result: A lot of
workers are getting even by suing their employers for wrongful discharge or
discrimination.
The lesson: Fire away, but do it the right way. Use this special report, How to Fire an
Employee the Legal Way, as your guide on proper procedures to exercise your right to
fire at will, lay the groundwork with progressive discipline, avoid wrongful termination
lawsuits, and conduct termination meetings and exit interviews.
1. Fire at will: employers rights

Under the law in most states, if theres no employment contract, workers are employed
on an at-will basis. That means employers have the right to fire employees at any time
for any reason or no reason at all, and, conversely, employees have the right to leave the
organization at any time.
If an employee is under contract, though, the terms of the contract apply. A written
contract may specify the reasons you can terminate the employee, while an oral contract
usually implies that termination can occur only for cause. That means the employer can
terminate the worker only for poor performance, dereliction of duty, an act of dishonesty
or insubordination, or because the company needs to eliminate the employees position.
At-will limitations
Over the years, the employers right to fire at will has been limited, as courts have
recognized exceptions to the at-will doctrine. Here are three major exceptions:
2012 Business Management Daily
www.BusinessManagementDaily.com
Page 2
Exception 1: Discrimination. Under federal law its illegal to terminate workers because
of their age, race, religion, sex, national origin or a disability that does not influence their
job performance. Some states add other limitationsfor example, in many states, you
cant fire someone over sexual preference.
Exception 2: Public policy. You cannot legally terminate an employee for reasons that
violate public policy. That means you cant fire one of your engineers for informing the
EPA that your company has been dumping toxic waste in the river. By the same token, if
a court orders you to garnish the wages of a worker whos behind on child support, you
cant fire him merely to save yourself the hassle of additional paperwork.
Exception 3: Just cause promise. If you tell your workers that they will be fired for
cause onlyor otherwise establish guidelines that spell out how and when terminations
will be handledyou may be creating an implied employment contract.
The problem: If you dont follow your disciplinary rules to the letter, you could find
yourself on the losing end of a lawsuit.
In short, employment at-will still exists, but it has been so deeply eroded with exceptions
that youd be wise to follow a simple rule: Dont fire a worker without a good reason that
you can articulate clearly and document convincingly.
2. The right way to fire: Lay the groundwork

Its a lot easier to discipline a worker if youve made your expectations clear from the
beginning. Each employee should have a job description that lists the tasks you expect
accomplished daily or weekly. Make it clear, however, that these tasks are subject to
change depending on the organizations needs.
If you have rules specifying how certain tasks should be performed, post them in the
work area. That helps workers do their jobs correctly and helps you point out when a rule
is broken. Some employers state clearly in their handbooks that employees are subject to
firing without cause. Some companies ask employees to acknowledge this by signing a
form. Theres a trade-off here: Signing such a statement wont endear your workers to
you and the company. A policy of firing only for just cause is more likely to build
loyalty, but it might subject you to judicial review.
When youre unhappy with a workers performance, the first step is to point out the
problem and suggest ways to correct it. Be objective, direct and specific. Ideally, the
employee will acknowledge the problem and do what it takes to straighten up.
Page 3
6 classic firing mistakes to avoid

How can you avoid the anger of fired employees that might later manifest itself as a lawsuit? Follow
these guidelines:
1. Keep your cool. Avoid heightening an already emotional situation. Dont spring the news
suddenly, shout names or berate the worker in front of other employees.
2. Avoid surprises. Workers should never be completely surprised by a termination. Give your
employees regular feedback on their performance, and suggest methods for improvement. At
the very least, progressive discipline proves to a court that you had valid reasons for
terminating a worker.
3. Play by the rules. Follow your established discipline policy. If your handbook says youll
provide a verbal warning, a written warning and a probationary period, then do each step. Of
course, your handbook also should give you the right to terminate workers immediately who
engage in serious misconduct. But before skipping progressive discipline, be sure of your
facts. Its not enough to hear rumors of wrongdoing from others. Conduct a thorough
investigation, then ask the employee for his side.
4. Watch what you say. Workers will remember whatever you say on the day you fire themor
in the preceding weeksin the worst possible light. While you should always avoid making
statements that could be construed as discriminatory, you should be especially cautious if you
may have to fire a worker.
5. Dont be too kind. Sometimes you may feel compassion for a worker you must fire, but dont
express your feelings in the wrong way. If a workers performance is substandard, dont offer
compliments on his job performance. Doing so may make you feel better, but it will only
infuriate the worker because it will appear that he is being fired for no reason. And that can
easily spark a wrongful termination suit. Also, when hiring workers, dont make promises you
cant keep. Some courts have taken general statements, such as We hope youll be with us a
long time, as a promise of perpetual employment.
6. Keep quiet. Dont discuss your reasons for the termination with other employees. Its enough
to say, "Jamie will not be working with us anymore." Some employers have spoken too freely
about the reasons for a departed workers termination, only to find themselves in court
defending a defamation of character suit.
If that doesnt work, write a few notes about what the employee is doing wrong or failing
to do right, and reference the standards youve communicated. Include the date of
specific failings. Document every warning. Keep enough of a record that you can
remember what happened, but not so much that it looks like a setup.
The firing line

If youve been careful to set standards, discuss shortcomings and suggest improvements,
you may see enough progress that you dont have to terminate the worker. If nothing else,
giving constant feedback should make the firing process easier because the worker will
Page 4
see it coming. That doesnt mean, of course, that the process will be easy. Some
employees will get teary, others might turn violent, and all might try to distort the events
of the actual firing. To protect yourself:
Have someone else with you when you talk to the employee so theres no question
of what was said.
Write a memo afterward about the meeting and have the witness sign it.
Conduct an exit interview to give employees a chance to let off steam or express
their concerns.
3. Avoid wrongful termination suits: use progressive

discipline policy
While no federal or state law requires you to create and follow a progressive discipline
policy, courts often come down hard on employers that promise progressive discipline
but fail to deliver it. In fact, many employee lawsuits stem from the employees
perception that he or she didnt receive a fair deal.
Thats why the most reliable way to protect your organization from wrongful termination
charges is to establish a progressive discipline system and make sure your supervisors
enforce it.
An increasing number of lawsuits have been filed in which terminated employees
complain that employers have violated their own progressive discipline policies by firing
the employee before working through all the rungs on the progressive-discipline ladder.
Thats why your policy should include language allowing you to skip progressive
discipline and fire employees right away for particularly egregious behavior.
While its usually your right to terminate at-will employees at any time for misconduct or
lax performance, a progressive discipline policy lets you make clear that problems exist
and need improvement.
How it works: Your policy simply increases the severity of a penalty each time an
employee breaks a rule. Typically, a policy progresses from oral warnings to written
warnings, suspensions and then termination. That way, employees wont be surprised
when they reach the end and are fired. By taking the surprise out of the firing, you lessen
your exposure to a wrongful termination lawsuit.
Page 5
Five-step model policy

Here are the five standard pieces of progressive discipline:
1. Oral warning/reprimand. As soon as a supervisor perceives performance or behavior
problems, he or she should issue oral reprimands. Ask the worker if any long-term
problems or skill deficiencies need correcting.
Make sure the supervisor keeps detailed (and dated) notes on the reason for the warning
and the response. This step is vital. Dont assume that managers will remember specifics
about disciplinary actionsor even remain employed by your organizationwhen a
complaint makes its way to court.
2. Written warning/reprimand. If the problem persists (or more problems emerge), the
supervisor should meet with the worker and provide a written warning that details the
problem and the steps needed to improve. If possible, ask another person (a managementlevel employee or HR rep) to sit in on the meeting.
The written warning should summarize the issues discussed, set a timeline for action and
describe in detail the corrective steps agreed upon. Explain the standards that will be used
to judge the employee.
Also explain the consequences of continued poor performance, including termination.
Require the employee to sign this form, acknowledging that he or she has received it.
Place the document in the employees personnel file.
3. Final written warning. If the performance doesnt improve, deliver a final written
warning, possibly including a last chance agreement. Show the worker copies of
previous warnings, illustrating specific areas in which he or she must improve. Specify
the time period and, again, obtain the employees signature on the warning.
4. Termination review. If problems continue, the supervisor should notify HR. In
general, supervisors shouldnt hold solo firing authority. However, to preserve
supervisors exempt status under the Fair Labor Standards Act, they should have
significant say in hiring and firing decisions.
Some organizations suspend employees while they investigate and decide whether to
terminate. Before acting, make sure that your disciplinary measures are consistent with
those youve taken in other similar situations. If you dont, a court could say illegal age,
sex or race discrimination was the true reason for your actions. Document your action
and reasoning.
Page 6
5. Termination. If you make the decision to fire, meet with the employee and deliver a
termination letter that states the reasons for dismissal.
Is your discipline fair?

The perception that management is against workers, once earned, is hard to shake.
Thats why its vital to ensure that you treat employees fairly during disciplinary
investigations. Before handing down discipline, ask these five questions:
1. Does the punishment fit the crime (or is the employee being singled out)?
2. Is the discipline consistent? Have different supervisors used different discipline for
similar conduct?
3. Has the discipline been administered after a proper investigation of the facts? Be a
neutral fact-finder until you gather all the facts.
4. Is the discipline being taken quickly? A simple investigation that takes weeks
could be seen as though your organization is trying to find problems. Inform the
employee of the steps youre going through, as well as when youll respond.
5. Is the discipline confidential? Warn everyone involved that speaking about
disciplinary investigations or actions is strictly on a need-to-know basis.
Self-audit: wrongful termination

Before firing anyone, ask yourself the following questions to gauge whether you could defend yourself
in a wrongful discharge suit. If you answer Yes to any, your risk of sparking a lawsuit greatly
increases.
Does your company have a history of discharging employees for any of these reasons?
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Filing a workers comp claim?

Speaking out on issues with which your organization disagrees?
Refusing to engage in activities they felt violated state or federal statutes?
Reporting suspected health hazards to a state agency?
Missing time because of jury duty?
Blowing the whistle on a superior or a co-worker who violated a law or company
policy?
Filing a wage-hour complaint?
Filing charges with or giving testimony to a state or federal agency for workplace
violations?
Having wages garnished?
Opposing a discriminatory employment practice or filing a charge?
Testifying or helping in an employment-related investigation?
Refusing a polygraph test?
Page 7
4. Beware of constructive discharge

Constructive discharge occurs when employees claim their working conditions were so
intolerable that they were forced to quit. Employers must stay within federal employment
laws so they dont contribute to factors that trigger constructive discharge claims, and
dont heighten the risk of employee lawsuits.
1. What do the courts look at when it comes to claims of constructive discharge? What
types of actions can lead to such a claim?
Heres how one state supreme court defined constructive discharge: An employee who
is forced to resign due to actions and conditions so intolerable or aggravated at the time
of his resignation that a reasonable person in the employees position would have
resigned, and whose employer had actual or constructive knowledge of the intolerable
actions and conditions and of their impact on the employee and could have remedied the
situation, but did not, is constructively discharged.
What falls into the intolerable or aggravated category? Think: actions intended to
humiliate (e.g., demoting a vice president to janitor overnight); actions intended to harass
(e.g., requiring a black employee to work extra hours for the same pay as white coworkers and punch a clock while others do not); actions intended to destroy the
employees career or guarantee job loss (e.g., sudden, unexplained drops in performance
ratings, skipped promotions, forced demotions, pay cuts).
2. What other types of factors contribute to a constructive discharge claim?
Factors that may contribute to a constructive discharge claimeither singly or in
combinationinclude whether an employee suffered:
a demotion
reduction in salary
reduction in job responsibilities
reassignment to menial or degrading work
reassignment to work under a younger supervisor
involuntary transfer to a less desirable position
badgering, harassment or humiliation by the employer
offers of early retirement or encouragement to retire
Page 8
offers of continued employment on terms less favorable than the employees

former status
a threat of violence or actual physical assault
a threat of termination
There are other factors that dont substantiate claims of constructive discharge, such as:
a one-time inappropriate comment from a supervisor

expecting employees to live up to whats demanded on the job
not being very friendly or communicative
handing out a less-than-expected pay raise or even a demotion or transfer, as long
as the supervisor can prove that such a negative report is valid.
3. Do employers have to tread carefully when disciplining an employee who has filed a
complaint for fear of a constructive discharge claim?
You dont have to feel handcuffed in your dealings with an employee who has filed a
complaint. But you do have to be careful with any disciplinary action taken, particularly
after the charge has been filed. Here are six points to keep in mind before you discipline
an employee who could strike back with a claim of constructive discharge.
1. You must be able to show that the behavior of the employee you want to
discipline violates written company policy.
2. You have to prove that the employee was aware of the policy and the possible
consequences for violating it.
3. Your recommended discipline must be consistent with actions you have taken in
the past against other employees who have not filed any charges against the
company. Make sure both extremes are avoidedspecial treatment or retaliation.
4. You should never try to build a case against employees who have filed a
complaint. Putting them under special scrutiny or constructing a file filled with
reprimands and/or unsatisfactory performance appraisals will make matters worse.
5. Remember that even if an employees original complaint against the company is
dismissed, the person is still protected. Retaliation under such circumstances can
turn an innocent employer into a guilty one if the employee can prove retaliation.
6. Take a close look at all undesirable jobs. Make sure supervisors dont use them as
a weapon to punish complaining employees.
Page 9
5. Termination meeting: Choose firing words carefully

The time has arrived Youve evaluated all the reasons why an employee should be
terminated. Youve run the decision through an employment law audit and made sure you
have appropriate records and documentation supporting the decision. Now its time to tell
the employee that he or she is about to become a former employee.
How you break the news to the employee is key: Follow basic rules of legal and business
etiquette to allow the employee to leave with dignityand not return with a lawsuit.
If the employees manager, rather than HR, is designated the bearer of bad news, at least
have an HR rep present at the meeting to answer questions the employee may have and to
help reduce the risk of legal exposure by keeping both sides focused on the matter at
hand. Also, it helps to have a witness, in case the employee challenges the termination
later.
Briefly deliver the news by summarizing the well-documented, job-related reasons for the
termination. That way, while the employee may not like it, he or she will have little to
dispute. Allow the person to offer his or her side of the storyand even vent a little
emotionwithout interruption.
Also, avoid using any harsh words during termination meetings that would serve only to
inflame the issue. Stick to the facts; dont make generalizing statements.
6 basic procedures to follow

Although termination meetings are unpleasant, these practices and procedures can help
make the situation as painlessand legally safeas possible:
1. Conduct the termination meeting in a neutral location. If a conference room or
other neutral location is not available, conduct the meeting in the employees office. The
employee will be less likely to become defensive in his or her own territory.
2. Keep the termination meeting brief. On average, a termination meeting should last
10 to 15 minutes. Typically, the less said, the better. For the most part, it should be a oneway conversation; dont let it turn into a debate. But thats not to say you shouldnt let the
employee speak at all. Give the employee a chance to respond. Forcing the employee to
bottle up feelings will just make the person more disgruntled.
www.BusinessManagementDaily.com Page 10
3. Tell the employee the real reason for the dismissal. Trying to sugarcoat a serious
problem can backfire later in court. Make sure the reason you state is fully supported by
the employees record. If you have done the job of progressive discipline properly, the
employee should know most of the facts already.
4. Be firm in your termination decision. Dont give the employee the impression the
decision may be reversed. If an employee tries to challenge the decision, let him or her
know that the termination is final.
5. Be prepared to answer questions. Few employees are fully prepared to be fired, and
may have questions regarding the reasons behind your decision.
6. Document. Complete a General Separation Notice (see page 12) and retain a copy
in the employees personnel file should any questions arise post-termination.
TERMINATION MEETING CHECKLIST

Tell the employee the purpose of the meeting.
Emphasize that all relevant factors were reviewed and the decision is final and
cannot be reversed. Advise that other options were explored, if applicable.
Tell the employee the effective date of the termination.
Review with the employee a written summary of benefits.
Verify the employees address and that of his/her dependents.
Explain the companys policy on providing references to prospective employers,
and have the employee sign a reference release form.
Have final paycheck ready, or state when the employee can expect to receive it.
Outline the next steps in the termination process, such as return of company
property; how the employee can collect his belongings; when he must leave the
premises.
Review the employees confidentiality obligations.
Explain any available outplacement assistance services.
After the meeting, update the employees personnel file before placing it into
inactive status. Then, make sure the employees name is removed from
company directories, including email, and have business mail routed to the
individual who will handle the former employees duties.
GENERAL SEPARATION NOTICE

[Note: Employees may sign this form during their exit interview or when they receive their final paycheck.]
Company:
Employee:
Job Title:
Dates of Employment: Start
Last
Working Hours:
AM
PM
Previous Dates of Employment:

To
AM
PM
Working Days:
Rate of Pay:
Overtime?
per
Yes
Union Involved?
OR
Annual Salary:
No
Yes
Voluntary Quit
No
Severance Pay:
Discharge
Lack of Work
List any disciplinary action(s) taken against the employee in the past two years.
Occurrence
Type of Discipline
Date Issued
What were the factors leading to separation if no discipline was applied?

What other circumstances, if any, were taken into consideration?
Employees Comments:
Employees Signature:
Date:
Title:
Immediate Supervisors Signature:

Is this individual eligible for rehire?
Yes
No Reason:
6. Conducting exit interviews

Many employers think that conducting exit interviews with employees who have been
fired is a waste of time. After all, angry or bitter ex-employees would not be motivated
to do something beneficial for the organization that just let them go. And if theyre
harboring negative feelings toward the company, how helpful could their feedback be?
But there are several reasons you should conduct an exit interview with an employee
who has been fired or otherwise terminated:
1. To discover any unknown causes of an involuntary termination; that information
could prevent the recurrence of such an action in the future.
2. To learn of any problems the employee may have had with the organization
that could be corrected.
3. To learn of any misunderstanding or conflict between an employee and the
immediate supervisor so that a similar situation can be avoided in the future.
4. To ensure the employee understands what compensation, allowances, benefits
and payments he or she is entitled to receive.
5. To make sure company property has been returned.
Exit interviews, whether with an employee who has been fired or who has resigned,
can be a valuable resource. Information learned in an exit interview can pinpoint areas
of concern and provide a foundation for implementing changes.
(See sample Exit Interview Form, page 14.)
EXIT INTERVIEW FORM (INVOLUNTARY TERMINATION)

[Use this form as a guide for asking questions, or give it to the employee to complete during
an exit interview.]
Name: __________________________
Dept.: ________________
Supervisors name: ________________
Job title: _____________
What did you like most about your job?

What did you like least about your job?
How did you feel about the other employees in your department?
How did you feel about the supervision and feedback you received?
What would you have done differently if you had been the manager?
How would you rate your pay and benefits?
How would you rate the training you received?
How would you rate your overall working conditions?
What improvements to the job, department or company do you suggest?
Additional comments:
Employees signature: ______________________
Date: ___________
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includes practical advice on how to manage a toxic boss along with dozens of outrageous stories about bully bosses.
http://www.businessmanagementdaily.com/BullyBoss
Microsoft Email: Outlook Tips & Training: How to improve productivity by

effectively employing under-used features already at your fingertips
We all use Outlook. Its easy. You can answer email, keep your appointments and your calendar, and save your files in
various folders. But are you using it to manage your entire workflow? You can. Melissa P. Esquibel combines her 25+
years of experience in information technology with a background in training, technical writing and business risk
analysis to move beyond email and help you understand Outlooks amazing workflow benefits. Youll discover how to
get more out of Outlook than you ever dreamed possible with this hands-on road map to Outlook that can send your
productivity skyrocketing.
http://www.businessmanagementdaily.com/MicrosoftEmailOutlook
17 Team Building Ideas: The team building kit for managers with team
building exercises, activities and games to build winning teams today!
With employees still reeling from workplace budget cuts, nows a great time for new team building ideas. No, you dont
need an expensive round of paintball to gain the benefits of team building exercises, but you do need to squeeze the
most out of them. This report provides teamwork examples, exercises and tips for leading winning teams. Go from
being a manager who oversees people to a leader who molds them into winning teams with these 17 team building
ideas.
www.businessmanagementdaily.com/TeamBuildingIdeas
10 Time Management Tips: A how-to guide on efficiently managing your time

through effective delegating, calendar management and using productivity tools
In this era of downsizing and the quest for efficiency, businesses of all sizes are asking employees to take on extra tasks
to boost productivity. Has your job turned into one of those stretch jobs? If so, you may be looking for a better way
to get more done in less time, reduce stress and stop burning the midnight oil. Read about calendar management,
keyboard shortcuts, running productive meetings, setting up agenda templates and using tech tools for project
management with these 10 time management tips. Learn to prioritize your tasks and stop working in a crisis mode all
the time
www.businessmanagementdaily.com/TimeManagementTips
.
About Business Management Daily

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How to Fire

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

How to Fire an Employee

1. Fire at will: employers rights

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

2. The right way to fire: Lay the groundwork

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

6 classic firing mistakes to avoid

The firing line

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

3. Avoid wrongful termination suits: use progressive

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

Five-step model policy

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

Is your discipline fair?

Self-audit: wrongful termination

Filing a workers comp claim?

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

4. Beware of constructive discharge

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

offers of continued employment on terms less favorable than the employees

a one-time inappropriate comment from a supervisor

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

5. Termination meeting: Choose firing words carefully

6 basic procedures to follow

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

TERMINATION MEETING CHECKLIST

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

GENERAL SEPARATION NOTICE

Dates of Employment: Start

Previous Dates of Employment:

What were the factors leading to separation if no discipline was applied?

Immediate Supervisors Signature:

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

6. Conducting exit interviews

2012 Business Management Daily

---------------------------------------------------------------------------------------------- How to Fire an Employee the Legal Way

EXIT INTERVIEW FORM (INVOLUNTARY TERMINATION)

Supervisors name: ________________

Job title: _____________

What did you like most about your job?

Employees signature: ______________________

2012 Business Management Daily

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