b'resign rather than be terminated, your case may be easier to defend.Consult with your employment law attorney for especially high-risk or sensitive terminations. Any time a termination involves an employee in a protected class, consideration should be given to consulting an employment attorney. Also, if the employee has complained of discriminatory practices or threatened legal action, an attorney should be consulted in advance of termination. Employees with a known history of filing suit also are high risk. Employees with a common interest may serve as a mutual support group and induce one another to file a charge. Termination of pregnant or recently disabled employees always should be preceded by consultation with an employment attorney.Conduct exit interviews of departing employees where feasible. Sometimes you can learn things about your operation and areas of needed improvement that have previously been undetected or unaddressed. This also can give the employee a needed opportunity to vent.As a part of the exit process, collect keys, passes, employer identification cards, and any other any reason are more likely to assign an illegalcompany property, but do so without making the reason. If a reason is given, it generally is bestemployee feel like a criminal.Shut off computer not to go into great detail. A broad description ofaccess as well.the reason will leave the employers options open should litigation arise. On the other hand, if aFREQUENT MISTAKES EMPLOYERS limited reason is given, the employer may becomeSHOULD AVOIDlocked into that reason, even if other factors wereNot having an H.R. manager and human resources considered. Avoid expressly giving reasons whichprogramare inflammatory or cannot be supported, even if they are being considered. But, make sure thatProcrastinating in dealing with H.R. issuesthe reason given does not preclude use of theseLack of documentation of employment situations other reasons should litigation arise.Dont put the progressive corrective disciplinereasons in writing. Inconsistent documentationfavorable Where possible, have a company witness present. evaluations/raises shortly before terminating for Like all disciplinary actions, terminations shouldpoor performancebe handled confidentially. If an employee isMischaracterization of separationcalling a publicly humiliated, they are more likely to taketermination a layoff to avoid confrontationlegal action to redeem themselves. Providing written reasons for terminationWhere appropriate, offer the employee a chanceDisregarding workers compensation issues and to resign. Many employees file charges becauseallowing questionable claimsthey are primarily concerned with having a black mark on their record as a result of beingSoliciting employee authored witness statements terminated. Offering the employee the chance to resign, and thereby save face, may relieve theseFor further information, contact Bob Dunlevey at Dunlevey, Mahan & fears. Additionally, if the employee chooses toFurry (937) 223-6003 or visit the firms website at www.dmfdayton. com.www.mrca.orgMidwest Roofer 15'