[{"data":1,"prerenderedAt":462},["ShallowReactive",2],{"document-checklist-when-should-you-fire-an-employee-D507":3},{"document":4,"label":23,"preview":11,"thumb":24,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":25,"breadcrumb":29,"related":35,"customDescModule":178,"customdescription":6,"mdFm":179,"mdProseHtml":461},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":15,"keywords":22},"CHECKLIST When Should You Fire an Employee? These items are not meant to be determining factors in releasing an employee. Rather, they are listed as items to consider in determining the value or contribution of the employee to your organization. If you answer \"yes\" to many of these questions about your employee, you should think about how much or how little this employee is doing for your business. Constantly sidesteps problems that consistently happen. Blames others (including yourself) when things go wrong. Allows criticism of the company to go unchallenged Doesn't worry about when he/she is consistently late for work or meetings. Postpone completion of projects as long as possible. Avoids seeking clarification of misunderstands so he/she can criticize later. Never volunteers for an assignment when not absolutely certain of success. Does not worry about deadlines. Maintains same sources of information and bases decisions on opinions rather than facts. Tries to be as worry free as possible. Transfers or releases good people who disagree with him or her",null,"Checklist When Should You Fire an Employee","1",30,"doc","https://templates.business-in-a-box.com/imgs/1000px/checklist_when-should-you-fire-an-employee-D507.png","https://templates.business-in-a-box.com/imgs/250px/507.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#507.xml",{"title":6,"description":6},[16,19],{"label":17,"url":18},"Human Resources","/templates/human-resources/",{"label":20,"url":21},"Employee Termination","/templates/employee-termination/","checklist when should you fire an employee","Checklist When Should You Fire an Employee Template","https://templates.business-in-a-box.com/imgs/400px/507.png",[26,16,19],{"label":27,"url":28},"Templates","/templates/",[30,31,32],{"label":27,"url":28},{"label":17,"url":18},{"label":33,"url":34},"Conduct & Discipline","/templates/conduct-and-discipline/",[36,40,44,48,52,56,60,64,68,72,76,80,84,100,116,132,150,162],{"label":37,"url":38,"thumb":39,"extension":10},"Checklist Home-Based Employee","/template/checklist-home-based-employee-D565","https://templates.business-in-a-box.com/imgs/250px/565.png",{"label":41,"url":42,"thumb":43,"extension":10},"Why You Should Hire A Coach","/template/why-you-should-hire-a-coach-D13144","https://templates.business-in-a-box.com/imgs/250px/13144.png",{"label":45,"url":46,"thumb":47,"extension":10},"Employee Mental Health And Wellness Checklist","/template/employee-mental-health-and-wellness-checklist-D12739","https://templates.business-in-a-box.com/imgs/250px/12739.png",{"label":49,"url":50,"thumb":51,"extension":10},"Checklist New Employee Onboarding","/template/checklist-new-employee-onboarding-D13617","https://templates.business-in-a-box.com/imgs/250px/13617.png",{"label":53,"url":54,"thumb":55,"extension":10},"Checklist How to Be an Excellent Employee","/template/checklist-how-to-be-an-excellent-employee-D703","https://templates.business-in-a-box.com/imgs/250px/703.png",{"label":57,"url":58,"thumb":59,"extension":10},"Employee Retention Ideas Checklist","/template/employee-retention-ideas-checklist-D13332","https://templates.business-in-a-box.com/imgs/250px/13332.png",{"label":61,"url":62,"thumb":63,"extension":10},"Checklist Key Employee Life Insurance","/template/checklist-key-employee-life-insurance-D610","https://templates.business-in-a-box.com/imgs/250px/610.png",{"label":65,"url":66,"thumb":67,"extension":10},"Checklist Employment Agreements","/template/checklist-employment-agreements-D563","https://templates.business-in-a-box.com/imgs/250px/563.png",{"label":69,"url":70,"thumb":71,"extension":10},"Checklist Hiring Employees","/template/checklist-hiring-employees-D564","https://templates.business-in-a-box.com/imgs/250px/564.png",{"label":73,"url":74,"thumb":75,"extension":10},"Checklist Pre-Employment","/template/checklist-pre-employment-D567","https://templates.business-in-a-box.com/imgs/250px/567.png",{"label":77,"url":78,"thumb":79,"extension":10},"Act Now - Why You Should Never Wait Until Later To Follow Your Dreams","/template/act-now-why-you-should-never-wait-until-later-to-follow-your-dreams-D13083","https://templates.business-in-a-box.com/imgs/250px/13083.png",{"label":81,"url":82,"thumb":83,"extension":10},"15 Things You Dont Have Time For When Pursuing Big Goals","/template/15-things-you-dont-have-time-for-when-pursuing-big-goals-D13057","https://templates.business-in-a-box.com/imgs/250px/13057.png",{"description":85,"descriptionCustom":6,"label":86,"pages":87,"size":88,"extension":10,"preview":89,"thumb":90,"svgFrame":91,"seoMetadata":92,"parents":94,"keywords":93,"url":99},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Termination of your employment Dear [Contact name], We regret to inform you that your employment with [YOUR COMPANY NAME] is terminated effective upon receipt of this letter for the following reason(s): [DETAIL REASONS] [DETAIL REASONS] [DETAIL REASONS] Please vacate the premises immediately with your personal possessions. We will forward your salary earned to date in due course together with any vacation pay to which you are entitled. Within [NUMBER] days of termination we shall issue you a statement of accrued benefits. Any insurance benefits shall continue in accordance with applicable law and/or provisions of our personnel policy. Please contact [Name], at your earliest convenience, who will explain each of these items and arrange with you for the return of any company property. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE]","Employee Dismissal Letter","2",513,"https://templates.business-in-a-box.com/imgs/1000px/employee-dismissal-letter-D508.png","https://templates.business-in-a-box.com/imgs/250px/508.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#508.xml",{"title":93,"description":6},"employee dismissal letter",[95,97],{"label":17,"url":96},"human-resources",{"label":20,"url":98},"employee-termination","/template/employee-dismissal-letter-D508",{"description":101,"descriptionCustom":6,"label":102,"pages":8,"size":88,"extension":10,"preview":103,"thumb":104,"svgFrame":105,"seoMetadata":106,"parents":108,"keywords":114,"url":115},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Letter of Appreciation Dear [Contact name], Your enthusiasm and your ability to motivate your employees have resulted in a significant increase in productivity and profitability in [Department]. [YOUR COMPANY NAME] is very pleased to count you among our talented team. We truly appreciate you hard work and effort. If we had an award to give, you would certainly be a prime candidate. Please accept my sincerest appreciation for the fine job you are doing. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE] This email is intended only for the person to whom it is addressed and/or otherwise authorized personnel. The information contained herein and attached is confidential and the property of [SENDER]","Letter of Appreciation to Employee","https://templates.business-in-a-box.com/imgs/1000px/letter-of-appreciation-to-employee-D664.png","https://templates.business-in-a-box.com/imgs/250px/664.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#664.xml",{"title":107,"description":6},"letter of appreciation to employee",[109,110,113],{"label":17,"url":96},{"label":111,"url":112},"Motivation & Appreciation","motivation-appreciation",{"label":17,"url":96},"letter appreciation to employee","/template/letter-of-appreciation-to-employee-D664",{"description":117,"descriptionCustom":6,"label":118,"pages":87,"size":88,"extension":10,"preview":119,"thumb":120,"svgFrame":121,"seoMetadata":122,"parents":124,"keywords":123,"url":131},"Performance Improvement Plan (PIP) Standard Operating Procedure Department: Human Resources Purpose: This procedure is to help setting up a performance improvement plan for employees having difficulties in their work. Frequency: When needed Procedure: Outline employee work history. Document performance issues. Develop an action plan. Review the performance improvement plan (PIP). Set up meeting with the employee. Explain areas for improvement and plan of action. Supervisor and employee should sign the PIP form. Establish regular follow-up meetings. PIP Conclusion. Definition/Explanation: Performance improvement plan: Process used when an employee has not carried out work to satisfactory standard. Usually undertaken by supervisor with the assistance of his own superior or HR professional","How to Create a Performance Improvement Plan","https://templates.business-in-a-box.com/imgs/1000px/how-to-create-a-performance-improvement-plan-D12564.png","https://templates.business-in-a-box.com/imgs/250px/12564.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12564.xml",{"title":123,"description":6},"how to create a performance improvement plan",[125,128],{"label":126,"url":127},"Business Plan Kit","business-plan-kit",{"label":129,"url":130},"Business Procedures","business-procedures","/template/how-to-create-a-performance-improvement-plan-D12564",{"description":133,"descriptionCustom":6,"label":134,"pages":135,"size":88,"extension":10,"preview":136,"thumb":137,"svgFrame":138,"seoMetadata":139,"parents":141,"keywords":140,"url":149},"EMPLOYMENT AGREEMENT - AT WILL EMPLOYEE This Employment Agreement for \"At Will\" Employee (the \"Agreement\") is made and effective this [DATE], BETWEEN: [EMPLOYEE NAME] (the \"Employee\"), an individual with his main address at: [COMPLETE ADDRESS] AND: [YOUR COMPANY NAME] (the \"Corporation\"), an entity organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] RECITALS In consideration of the covenants and agreements herein contained and the moneys to be paid hereunder, the Corporation hereby employs the Employee and the Employee hereby agrees to perform services as an employee of the Corporation, on an \"at will\" basis, upon the following terms and conditions: APPOINTMENT The Employee is hereby employed by the Corporation to render such services and to perform such tasks as may be assigned by the Corporation. The Corporation may, in its sole discretion, increase or reduce the duties, or modify the title and job description, of the Employee from time to time, and any such increase, reduction or modification shall not be deemed a termination of this Agreement. ACCEPTANCE OF EMPLOYMENT Employee accepts employment with the Corporation upon the terms set forth above and agrees to devote all Employee's time, energy and ability to the interests of the Corporation, and to perform Employee's duties in an efficient, trustworthy and business-like manner. DEVOTION OF TIME TO EMPLOYMENT The Employee shall devote the Employee's best efforts and substantially all of the Employee's working time to performing the duties on behalf of the Corporation. The Employee shall provide services during the hours that are scheduled by the Corporation management. The Employee shall be prompt in reporting to work at the assigned time. NO CONFLICT OF INTEREST Employee shall not engage in any other business while employed by the Corporation. Employee shall not engage in any activity that conflicts with the Employees duties to the Corporation. Employee shall not provide any service or lend any aid or assistance to any party that competes with the services offered by the Corporation. Employee shall not provide any services to clients or prospective clients of the Corporation outside of the provision of services for the Corporation, whether such services are provided with or without compensation or remuneration. CORPORATION PROPERTY Employee acknowledges and agrees that while employed by the Corporation the Employee may be provided with use of computer equipment and other property of the Corporation. The use and possession of the such items shall be subject to any policies, requirements or restrictions established by the Corporation. Such items may only be used in performance of the Employee's duties for the corporation. On request of the Corporation, the Employee shall immediately deliver any such items to the Corporation. Upon termination of employment, Employee shall have the affirmative duty to return any such item to the Corporation whether a request is made or not. The obligation to return Corporation property shall extend and include any and all work product, client property, proprietary rights, intangible property, and all other property of the corporation regardless of the form or medium. COMPENSATION The Corporation shall pay the Employee such hourly compensation as determined by the Corporation. Payment shall be at the same time as the Corporations usual payroll to other employees. BONUS & BENEFITS Payment of any bonuses shall be at the complete discretion of the Corporation. No guarantee or representation that any bonuses will be paid has been made to the Employee. Standard benefits that are provided to other non-management employees shall be offered to the Employee, subject to the Corporation's policies and the terms and conditions of such benefits. WITHHOLDING All sums payable to Employee under this Agreement will be reduced by all federal, state, local, and other withholdings and similar taxes and payments required by applicable law. QUALIFICATIONS OF EMPLOYEE The employee shall satisfy all of the qualification that are established by the Corporation. TERM OF AGREEMENT There shall be no guaranteed term of employment. Employer acknowledges and agrees that Employee shall be an \"At Will\" Employee and that Employee's employment may be terminated at any time by the Corporation, with or without cause. FEES FROM EMPLOYEE'S WORK The Corporation shall have exclusive authority to determine the fees, or a procedure for establishing the fees, to be charged to clients by the Corporation for services that are provided by the Employee. All sums paid to the Employee or the Corporation in the way of fees, in cash or in kind, or otherwise for services of the Employee, shall, except as otherwise specifically agreed by the Corporation, be and remain the property of the Corporation and shall be included in the Corporation's name in such checking account or accounts as the Corporation may from time to time designate. CLIENTS AND CLIENT RECORDS The Corporation shall have the authority to determine who will be accepted as clients of the Corporation, and the Employee recognizes that such clients accepted are clients of the Corporation and not the Employee. All client records and files of any type concerning clients of the Corporation shall belong to and remain the property of the Corporation, notwithstanding the subsequent termination of the employment. POLICIES AND PROCEDURES The Corporation shall have the authority to establish from time to time the policies and procedures to be followed by the Employee in performing services for the Corporation. This may include, but is not necessarily limited to, employment policies, computer use policies, Internet access policies, email policies, and all other policies, procedures, directives, and mandates established by the Corporation, whether or not in written form or formally adopted. Employee shall abide by the provisions of any contract entered into by the Corporation under which the Employee provides services. Employee shall comply with the terms and conditions of any and all contracts entered by the Corporation. TERMINATION Employee acknowledges and agrees that Employee is an \"at will\" employee of the Corporation. As such, no term of employment is created hereby and employee may be terminated at any time in the sole discretion of the Corporation, whether there exists any cause for termination or not. CREATIONS AND INVENTIONS Employee acknowledges and agrees that any and all work product of the Employee that is conceived or created during the Employee's employment with the Corporation is the exclusive property of the Corporation. This shall include any and all copyrights, trade secrets, confidential information, patents, trademarks, trade dress, ideas, concepts, plans, business plans, business concepts, techniques, inventions, drawings, artwork, logos, graphics, web pages, databases, software, programs, CGI's, plug ins, applications, brochures, inventions, marketing plans and concepts, and all other ideas and work product of the Employee. The Employee acknowledges and agrees that all creations shall be \"works made for hire\" as defined in the [ACT OR CODE]. Notwithstanding the fact that this material may be considered to be a work made for hire, Employee agrees, during Employee's employment and thereafter, which covenant shall survive any termination of the employment relationship, to execute any and all documents requested by the Corporation to confirm the Corporation's ownership and control of all such material, including but not limited to assignments of copyright, confirmations of work for hire status, waivers of proprietary rights, copyright application, and any other documents requested by Corporation. RESTRICTIVE COVENANTS","Employment Agreement_At Will Employee","7","https://templates.business-in-a-box.com/imgs/1000px/employment-agreement_at-will-employee-D541.png","https://templates.business-in-a-box.com/imgs/250px/541.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#541.xml",{"title":140,"description":6},"employment agreement_at will employee",[142,143,146],{"label":17,"url":96},{"label":144,"url":145},"Hire an Employee","hire-employee",{"label":147,"url":148},"Legal Agreements","business-legal-agreements","/template/employment-agreement_at-will-employee-D541",{"description":151,"descriptionCustom":6,"label":152,"pages":8,"size":88,"extension":10,"preview":153,"thumb":154,"svgFrame":155,"seoMetadata":156,"parents":158,"keywords":157,"url":161},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: JOB OFFER FOR [DESCRIBE] Dear [CANDIDATE NAME]: Congratulations! [Company name] is excited to offer you the position of [job title] with an expected start date of [day, month, year] at a starting salary of [dollar amount] per [hour, year, etc.]. You can expect to receive payment [weekly, biweekly, monthly, etc.], starting on [date of first pay period]. We must wrap up a few more formalities, including the successful completion of your [background check, drug screening, reference check, etc.]. As the [job title], you will report to [manager/supervisor name and title] at [workplace location] from [hours of day, days of week]","Job Offer Letter Long","https://templates.business-in-a-box.com/imgs/1000px/job-offer-letter-long-D12769.png","https://templates.business-in-a-box.com/imgs/250px/12769.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12769.xml",{"title":157,"description":6},"job offer letter long",[159,160],{"label":17,"url":96},{"label":144,"url":145},"/template/job-offer-letter-long-D12769",{"description":163,"descriptionCustom":6,"label":164,"pages":165,"size":166,"extension":10,"preview":167,"thumb":168,"svgFrame":169,"seoMetadata":170,"parents":171,"keywords":176,"url":177},"Employee Handbook Understanding employment at [YOUR COMPANY NAME] Revised on [DATE] Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Content Table of Content 2 Welcome to [YOUR COMPANY NAME]! 5 1. Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[172,173],{"label":17,"url":96},{"label":174,"url":175},"Company Policies","company-policies","employee handbook","/template/employee-handbook-D712",false,{"seo":180,"reviewer":192,"quick_facts":196,"at_a_glance":198,"personas":202,"variants":222,"glossary":248,"fields":273,"how_to_fill":314,"common_mistakes":355,"faqs":372,"industries":397,"comparisons":414,"diy_vs_pro":426,"related_template_ids_curated":439,"schema":449,"classification":451},{"meta_title":181,"meta_description":182,"primary_keyword":183,"secondary_keywords":184},"Checklist When Should You Fire An Employee Template | BIB","Free employee termination checklist template to help managers decide when to fire an employee.","when should you fire an employee checklist",[185,186,187,188,189,190,191],"employee termination checklist","should i fire an employee checklist","grounds for firing an employee","employee dismissal checklist","termination decision checklist","firing an employee checklist template","employee performance termination checklist",{"name":193,"credential":194,"reviewed_date":195},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":197,"legal_review_recommended":178,"signature_required":178},"easy",{"what_it_is":199,"when_you_need_it":200,"whats_inside":201},"This checklist is a structured decision-support form that helps managers and HR professionals evaluate whether sufficient grounds exist to terminate an employee. It is a free Word download you can complete before a dismissal conversation to confirm that documentation, warnings, and process steps are all in order.\n","Use it when performance issues, misconduct, attendance problems, or policy violations have reached the point where termination is being considered. Completing it before acting ensures the decision is defensible and consistently applied across your organization.\n","Employee and role identification, documented performance or conduct issues, prior warning history, policy violations, impact on the business, steps already taken, legal and HR sign-off prompts, and a final recommendation field for the decision-maker.\n",[203,207,211,215,219],{"title":204,"use_case":205,"icon_asset_id":206},"Small business owners","Confirming a termination decision is documented before letting an employee go","persona-small-business-owner",{"title":208,"use_case":209,"icon_asset_id":210},"HR managers","Standardizing the termination review process across all departments","persona-hr-manager",{"title":212,"use_case":213,"icon_asset_id":214},"Department managers and supervisors","Documenting a direct report's performance history before escalating to HR","persona-operations-director",{"title":216,"use_case":217,"icon_asset_id":218},"Startup founders","Navigating a first termination without an in-house HR function","persona-startup-founder",{"title":220,"use_case":221,"icon_asset_id":214},"Operations directors","Ensuring consistent termination standards across multiple teams or locations",[223,227,230,234,238,242,245],{"situation":224,"recommended_template":225,"slug":226},"Terminating an employee for repeated performance failures","Checklist When Should You Fire An Employee","checklist-when-should-you-fire-an-employee-D507",{"situation":228,"recommended_template":86,"slug":229},"Formally notifying an employee their employment is ending","employee-dismissal-letter-D508",{"situation":231,"recommended_template":232,"slug":233},"Issuing a formal warning before termination","Employee Warning Letter","letter-of-appreciation-to-employee-D664",{"situation":235,"recommended_template":236,"slug":237},"Documenting a performance improvement plan before a final decision","Performance Improvement Plan","how-to-create-a-performance-improvement-plan-D12564",{"situation":239,"recommended_template":240,"slug":241},"Conducting an exit process after the termination decision is made","Employee Exit Checklist","checklist-home-based-employee-D565",{"situation":243,"recommended_template":244,"slug":229},"Ending employment due to company-wide headcount reduction","Layoff Letter",{"situation":246,"recommended_template":247,"slug":241},"Recording the offboarding steps following a termination","Employee Offboarding Checklist",[249,252,255,258,261,264,267,270],{"term":250,"definition":251},"Termination for Cause","Ending employment due to specific documented misconduct, policy violations, or performance failures that justify dismissal without severance in many jurisdictions.",{"term":253,"definition":254},"At-Will Employment","An employment arrangement in most US states where either party may end the relationship at any time for any lawful reason, with or without notice.",{"term":256,"definition":257},"Progressive Discipline","A graduated response to employee performance or conduct issues — typically moving from verbal warning, to written warning, to final warning, to termination.",{"term":259,"definition":260},"Performance Improvement Plan (PIP)","A formal document that sets specific, measurable targets for an underperforming employee over a defined period, usually 30–90 days, before a termination decision is finalized.",{"term":262,"definition":263},"Wrongful Termination","A dismissal that violates employment law, an employment contract, or public policy — such as firing an employee in retaliation for protected activity or based on a protected characteristic.",{"term":265,"definition":266},"Gross Misconduct","Serious employee behavior — theft, harassment, violence, or fraud — that typically justifies immediate termination without a prior warning process.",{"term":268,"definition":269},"Documentation Trail","The collected records of warnings, performance reviews, disciplinary meetings, and written notices that support a termination decision if challenged.",{"term":271,"definition":272},"Constructive Dismissal","When an employer makes working conditions so intolerable that the employee is effectively forced to resign — courts treat this as a termination.",[274,279,284,289,294,299,304,309],{"name":275,"plain_english":276,"sample_language":277,"common_mistake":278},"Employee identification","Full name, job title, department, hire date, and direct manager — establishes which employee the review applies to.","Employee Name: [FULL NAME] | Title: [JOB TITLE] | Department: [DEPARTMENT] | Hire Date: [DATE] | Manager: [MANAGER NAME]","Using only a first name or nickname. If the document is ever needed in a legal dispute, the employee must be identified by their full legal name as it appears in payroll records.",{"name":280,"plain_english":281,"sample_language":282,"common_mistake":283},"Description of issue or incident","A factual, date-stamped summary of the specific performance problem, misconduct, or policy violation that triggered the review.","Issue Type: [Performance / Misconduct / Attendance / Policy Violation] | Date(s) of Incident: [DATE(S)] | Description: [FACTUAL SUMMARY OF WHAT OCCURRED]","Writing subjective characterizations like 'bad attitude' instead of observable, documented behavior. Subjective language undermines the defensibility of the decision.",{"name":285,"plain_english":286,"sample_language":287,"common_mistake":288},"Prior warning history","A record of any previous verbal or written warnings, PIPs, or disciplinary actions taken before this review, including dates and outcomes.","Prior Warnings: [YES / NO] | Date of First Warning: [DATE] | Date of Written Warning: [DATE] | PIP Issued: [YES / NO] | PIP Outcome: [COMPLETED / FAILED / IN PROGRESS]","Leaving this section blank because warnings were delivered verbally and never documented. Undocumented warnings effectively do not exist if the termination is challenged.",{"name":290,"plain_english":291,"sample_language":292,"common_mistake":293},"Policy or contract violation reference","Identifies the specific company policy, employee handbook section, or contract clause that the employee's behavior violated.","Policy Violated: [POLICY NAME, Section [X]] | Employee Handbook Reference: [SECTION / PAGE] | Contract Clause: [CLAUSE NUMBER, if applicable]","Citing a policy the employee was never given access to or asked to acknowledge. Policies must be distributed and acknowledged to be enforceable grounds for dismissal.",{"name":295,"plain_english":296,"sample_language":297,"common_mistake":298},"Business impact assessment","Documents the concrete effect of the employee's performance or conduct on the team, customers, revenue, or operations.","Impact on Team: [DESCRIPTION] | Impact on Customers / Revenue: [DESCRIPTION] | Duration of Issue: [X weeks / months]","Omitting business impact entirely. A pattern of issues with no documented harm makes the termination harder to justify, especially for performance-based dismissals.",{"name":300,"plain_english":301,"sample_language":302,"common_mistake":303},"Steps taken to address the issue","Summarizes what the employer did to support correction before reaching the termination decision — coaching, training, schedule changes, or accommodations.","Steps Taken: [Coaching sessions on DATE] | [Additional training provided: YES / NO] | [Accommodation offered: YES / NO, describe] | [Follow-up meetings held: NUMBER]","Skipping this field on the assumption that effort is implied. Courts and employment tribunals specifically look for evidence that the employer gave the employee a reasonable chance to improve.",{"name":305,"plain_english":306,"sample_language":307,"common_mistake":308},"HR and legal sign-off","Confirms that HR and, where required, legal counsel have reviewed the decision before it is executed.","HR Review Completed: [YES / NO] | HR Reviewer: [NAME, DATE] | Legal Review Required: [YES / NO] | Legal Sign-Off: [NAME, DATE]","Skipping HR sign-off for terminations that seem clear-cut. Even obvious cases can carry protected-class exposure that a manager may not recognize without a second set of eyes.",{"name":310,"plain_english":311,"sample_language":312,"common_mistake":313},"Termination type and recommendation","States whether the termination is for cause or without cause, the recommended effective date, and the decision-maker's final sign-off.","Termination Type: [For Cause / Without Cause / Layoff] | Recommended Effective Date: [DATE] | Decision-Maker: [NAME, TITLE] | Signature: _____________ | Date: _____________","Conflating 'for cause' and 'without cause' terminations. The distinction determines severance obligations, COBRA notifications, and unemployment eligibility — getting it wrong creates downstream liability.",[315,320,325,330,335,340,345,350],{"step":316,"title":317,"description":318,"tip":319},1,"Enter the employee's identifying details","Complete the employee identification block with the full legal name, job title, department, hire date, and direct manager. Pull the name from payroll records to ensure it matches.","Include the employee ID number if your HR system uses one — it prevents confusion in organizations with multiple employees sharing a name.",{"step":321,"title":322,"description":323,"tip":324},2,"Describe the triggering issue with dates and facts","Write a factual, chronological summary of the specific performance failure, misconduct, or policy violation. Include dates, locations, and observable behaviors — not interpretations.","Use the same language and level of detail you would use if reading the description aloud in an employment tribunal. If it sounds defensible there, it is defensible here.",{"step":326,"title":327,"description":328,"tip":329},3,"Record all prior warnings and disciplinary steps","List every prior verbal warning, written warning, and PIP with dates and outcomes. Attach copies of signed warning letters to the completed checklist.","If prior warnings were given verbally without documentation, note that now and schedule a retroactive written summary of those conversations before proceeding.",{"step":331,"title":332,"description":333,"tip":334},4,"Cite the specific policy or contract clause violated","Reference the exact section of the employee handbook, company policy, or employment contract that the employee's behavior violated. Confirm the employee received and acknowledged this policy.","If your handbook requires an annual acknowledgment signature, verify the employee's most recent signature date before citing the policy.",{"step":336,"title":337,"description":338,"tip":339},5,"Document the business impact","Describe the concrete effect on the team, customers, or operations — missed targets, client complaints, revenue lost, or team hours consumed addressing the issue.","Quantify where possible: '3 client complaints in 30 days' is stronger evidence than 'repeated client dissatisfaction.'",{"step":341,"title":342,"description":343,"tip":344},6,"Confirm remediation steps were taken","List every coaching session, training opportunity, accommodation, or support measure offered before the termination decision. Include dates and outcomes.","If a PIP was used, attach the original PIP document and the final performance review against its targets.",{"step":346,"title":347,"description":348,"tip":349},7,"Obtain HR and legal sign-off before acting","Route the completed checklist to HR for review. For senior employees, roles involving protected-class risks, or jurisdictions with mandatory notice requirements, also obtain legal sign-off.","Never schedule the termination meeting before HR sign-off is confirmed in writing — verbal approval is not sufficient documentation.",{"step":351,"title":352,"description":353,"tip":354},8,"Complete the termination type and recommendation block","State whether the termination is for cause or without cause, enter the recommended effective date, and sign and date the form as the decision-maker.","Store the completed, signed checklist in the employee's personnel file immediately — do not wait until after the termination meeting.",[356,360,364,368],{"mistake":357,"why_it_matters":358,"fix":359},"Terminating without a documentation trail","Without written warnings, PIPs, or incident records, a terminated employee can claim the dismissal was arbitrary or discriminatory, and the employer has no paper trail to defend the decision.","Complete this checklist for every termination and attach all prior warning letters and PIP documents before scheduling the dismissal meeting.",{"mistake":361,"why_it_matters":362,"fix":363},"Using subjective language in the issue description","Phrases like 'toxic personality' or 'not a culture fit' are legally vulnerable and do not describe observable, documentable behavior — they invite discrimination claims.","Replace subjective characterizations with specific, date-stamped behavioral examples: 'On [DATE], employee [ACTION], resulting in [CONSEQUENCE].'",{"mistake":365,"why_it_matters":366,"fix":367},"Skipping HR review for seemingly obvious terminations","Managers routinely miss protected-class exposure, disability accommodation obligations, or FMLA protection that makes an otherwise clear-cut termination legally risky.","Route every completed checklist through HR before acting, regardless of how straightforward the grounds appear.",{"mistake":369,"why_it_matters":370,"fix":371},"Confusing termination for cause with termination without cause","The distinction determines whether severance is owed, how unemployment claims are handled, and whether COBRA notification timelines differ — getting it wrong creates immediate financial and compliance exposure.","Confirm the termination type with HR before completing the recommendation block, and note the specific grounds that support a 'for cause' designation if that is the conclusion.",[373,376,379,382,385,388,391,394],{"question":374,"answer":375},"What is an employee termination checklist?","An employee termination checklist is a structured form that guides managers and HR professionals through the key questions to answer before making a dismissal decision. It documents the grounds for termination, prior warning history, policy violations, remediation steps, and required sign-offs — creating a defensible record of the decision-making process.\n",{"question":377,"answer":378},"When should you use this checklist?","Complete this checklist any time termination is being seriously considered — before scheduling the dismissal meeting, not after. It is designed to be used proactively as a decision-support tool, ensuring all required steps have been taken and all relevant information is captured in one place before the conversation with the employee occurs.\n",{"question":380,"answer":381},"Does completing this checklist protect the employer from wrongful termination claims?","A completed checklist with supporting documentation significantly strengthens the employer's position if a wrongful termination claim is filed. It demonstrates that the decision was based on documented, consistent grounds and that due process was followed. It does not guarantee immunity — consult an employment lawyer for high-risk terminations involving protected classes or complex jurisdictions.\n",{"question":383,"answer":384},"What is the difference between termination for cause and without cause?","Termination for cause occurs when an employee is dismissed due to specific documented misconduct or performance failures — typically without severance in at-will jurisdictions. Termination without cause occurs when the employer ends the employment for business reasons unrelated to the employee's conduct, and usually triggers severance obligations. The distinction affects severance, unemployment eligibility, and how the departure is communicated.\n",{"question":386,"answer":387},"How many warnings are required before firing an employee?","There is no universal legal requirement for a specific number of warnings before termination in at-will US states. However, most HR best practice follows a progressive discipline model — verbal warning, written warning, final warning, termination — to create a defensible paper trail. For gross misconduct such as theft, fraud, or workplace violence, immediate termination is typically justified without prior warnings.\n",{"question":389,"answer":390},"Should this checklist be stored in the employee's personnel file?","Yes. The completed checklist, along with all supporting documents — warning letters, PIP records, incident notes, and HR sign-off confirmation — should be stored in the employee's personnel file immediately after the termination meeting. Retain these records for a minimum of 3–7 years depending on your jurisdiction's employment record-keeping requirements.\n",{"question":392,"answer":393},"Can a manager complete this checklist without HR involvement?","A manager can fill in the factual fields, but the HR sign-off step should never be skipped. HR review catches protected-class risks, accommodation obligations, and procedural gaps that managers routinely miss. For small businesses without an HR function, consider having an employment lawyer review the completed checklist before acting on a termination.\n",{"question":395,"answer":396},"Is this checklist required before a layoff?","This specific checklist is designed for performance- or conduct-based terminations rather than layoffs. For reductions in force, a separate layoff process — including WARN Act compliance for large employers, selection criteria documentation, and severance agreements — applies. Using this checklist for a layoff could incorrectly frame a business-driven separation as a for-cause dismissal.\n",[398,402,406,410],{"industry":399,"icon_asset_id":400,"specifics":401},"Professional Services","industry-professional-services","Client-facing roles require documented conduct grounds to defend terminations to clients who may ask questions about personnel changes.",{"industry":403,"icon_asset_id":404,"specifics":405},"Retail / Hospitality","industry-retail","High turnover environments benefit from a standardized checklist to ensure consistent process across multiple locations and shift supervisors.",{"industry":407,"icon_asset_id":408,"specifics":409},"Technology / SaaS","industry-saas","IP access revocation and system credential offboarding are time-sensitive, making a pre-termination checklist critical for coordinating the dismissal meeting with IT.",{"industry":411,"icon_asset_id":412,"specifics":413},"Healthcare","industry-healthtech","Licensing, credentialing, and patient safety documentation add additional sign-off requirements before a clinical employee termination can be executed.",[415,417,420,423],{"vs":86,"vs_template_id":229,"summary":416},"This checklist is an internal decision-support tool completed before the termination meeting to confirm grounds and process. An employee dismissal letter is the formal written notice given to the employee at or after the meeting. The checklist comes first; the dismissal letter follows from it.",{"vs":232,"vs_template_id":418,"summary":419},"employee-warning-letter-D13221","A warning letter documents a specific performance or conduct issue and puts the employee on notice that continued problems may lead to termination. This checklist is used after warnings have been issued and a termination decision is being evaluated. Warning letters feed the prior-warning-history field on this checklist.",{"vs":236,"vs_template_id":421,"summary":422},"performance-improvement-plan-D13310","A PIP is a remediation tool issued while employment continues — it sets measurable targets and gives the employee a defined window to correct performance. This checklist is used after a PIP has concluded unsuccessfully, or when the severity of misconduct bypasses the PIP stage entirely. A failed PIP is one of the strongest supporting documents you can attach to a completed termination checklist.",{"vs":240,"vs_template_id":424,"summary":425},"D{EMPLOYEE_EXIT_CHECKLIST_ID}","An employee exit checklist covers the operational offboarding steps — returning equipment, revoking system access, collecting keys, processing final pay — that occur after the termination decision is executed. This checklist precedes that process; the exit checklist follows it.",{"use_template":427,"template_plus_review":431,"custom_drafted":435},{"best_for":428,"cost":429,"time":430},"Small business owners and managers handling standard performance or conduct terminations","Free","15–30 minutes per termination",{"best_for":432,"cost":433,"time":434},"Terminations involving senior employees, protected-class risk, or jurisdictions with mandatory notice requirements","$150–$400 for an HR consultant or employment lawyer review","1–2 business days",{"best_for":436,"cost":437,"time":438},"Organizations building a formal progressive discipline policy or multi-location HR compliance program","$500–$2,000 for a custom HR policy and process design","1–3 weeks",[229,233,237,440,441,442,443,444,445,446,447,448],"employment-agreement_at-will-employee-D541","job-offer-letter-long-D12769","employee-handbook-D712","non-disclosure-agreement-nda-D12692","independent-contractor-agreement-D160","employment-agreement-executive-D543","fixed-term-contract-D13225","remote-work-agreement-D13282","temporary-employment-contract-D12734",{"emit_how_to":450,"emit_defined_term":450},true,{"primary_folder":96,"secondary_folder":452,"document_type":453,"industry":454,"business_stage":455,"tags":456,"confidence":460},"conduct-and-discipline","checklist","general","all-stages",[457,458,98,459,452],"firing","compliance","hr-checklist",0.95,"\u003Ch2>What is a Checklist When Should You Fire An Employee?\u003C/h2>\n\u003Cp>A \u003Cstrong>Checklist When Should You Fire An Employee\u003C/strong> is a structured decision-support form that guides managers and HR professionals through the key documentation and process steps required before executing a termination. It captures the employee's identifying details, the specific grounds for dismissal, prior warning history, policy violations, business impact, remediation steps already taken, and required sign-offs — all in one place. By working through the checklist before the dismissal meeting, employers confirm that the decision is grounded in documented fact, consistently applied, and procedurally defensible.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Terminating an employee without a documented decision trail is one of the most common and expensive mistakes a business can make. A wrongful termination claim — even one that is ultimately unsuccessful — can cost $10,000–$100,000+ in legal fees, management time, and settlement costs. This checklist eliminates the most common gaps: undocumented warnings, vague issue descriptions, missing HR sign-off, and the confusion between for-cause and without-cause terminations that determines severance and unemployment liability. For small businesses without a full HR function, it provides the same structured process that large employers use to protect themselves. Completing it takes 15–30 minutes and creates a file that defends the decision if it is ever questioned.\u003C/p>\n",1778773574450]