Don't share the specifics of the feedback received, or point fingers at other workforce on the account of the information collected on the exit interview form. If you are a small business owner, a worker leaving the company can impact your small company dramatically. For example, a worker might lose his transportation and could no longer get into work. As a result, they want to do right by all of their personnel, even those that didn't exactly work out for them.

It is a mistake to assume that by dimissing one employee, the others will upgrade their productivity. If you have a disabled difficult worker, you must confront the issue. But you'll face certain risks firing employees. Abusive language used by workforce directed toward supervisors or managers as well as other employees is also disobedience. And, if you're firing for an illegal reason, you'll at least know you're inviting a suit. Action that is too forgiving will send the message that you'll tolerate insubordination can lead to trouble down the road as other workers push to find your limits. If you decide to layoff for off-duty conduct, this is a high risk dismissal. Lastly, when the incident occurs again, you layoff the employee. Despite a jobholder's grave misbehavior, the manager and the human resource organization often find themselves inadequately equipped to handle such individuals. I hate running to a legal counselor and paying at least $1,000 to answer this question for every new "tricky" dismissal. The owner of the company or the jobholder's manager should sign it as well.