Keep the exit interview brief and avoid saying too much, as anything you say can be used against you later if the at will worker decides to file a lawsuit. At these meetings, you must be honest with the workforce about the firm's future and the need for cost cuts. Indispensable employee syndrome is a small business owner's (or any supervisor's) fear that a worker can't be replaced because he uniquely contributes a large share to the company's results. If the lay off becomes public notice before they can find out then problems can occur, both professional and legal.

During your discussion, you should tell the at will employee what he or she did wrong, tell him or her the actions you'll take, and warn him or her of the consequences if the action reoccurs. If the employee's last day is the day you're speaking with them, have that final paycheck ready for them to take home immediately. For many people, even the thought of dimissing workforce is undesirable. As you reread it, you should realize anything you put in the employee's workforce file could be public. Also, it is important the employee was separated for no fault of their own, so if the worker was terminated on the account of a remedial reason it may keep them from receiving unemployment. If done suitably, you can also challenge unemployment compensation for employees fired for misbehavior. I hope you now see that separating a disgruntled employee while not "fun" is the only recourse you have when you want to improve results and morale. As you might recall, the meeting is at the Red Lobster on Main Street. If the hiring boss isn't available, then transfer the bad employee to a manager in her protected class. 2) Read through your report and give a copy to the employee. Be quick to examine any insubordination.