Rif Agreement

☐ plan and train for appointment meetings. Withdrawal meetings may take place on-site or off-site; Off-site meetings are sometimes more effective in limiting and controlling the reactions of fugitive employees. Meetings should be brief, simple, clear, informative, emotionless and definitive. In general, it is preferable to inform outgoing workers, as far as possible, individually and personally. The employee must be informed of the decision, available severance pay and all conditions for receiving benefits (such as signing and returning a separation agreement), transitional procedures (restitution of business ownership, requirements for company-sponsored benefit plans, such as group health insurance, stock options, bonuses) and any transfer of obligations and responsibilities. Employees do not need to give all the facts about the FIR and the reasons for doing so, but what they are told must be true. A prospectus containing post-employment benefits often simplifies meetings and minimizes follow-up questions after the meeting. The management staff who pass on the bad news to outgoing employees is the company, so it is important that only calm and competent executives are chosen for the task. Superiors who are not emotionally equipped to bring bad news (and deal with employees` anger and tears) will likely make mistakes and endanger the employer. There should be two executives at the withdrawal session: a spokesperson and a “non-speaking” witness.

Managers should be sympathetic, but not defensive or overly excusable (which may involve employer misconduct) or be overly talkative (because a full explanation/justification of the FIR can bring out unproductive debates, suspicions, questions or errors). Executives should allow the employee to ventilate, but not intervene in controversy or debate and should remain firm (do not imply that discharge decisions may be changed). Employers sometimes perform rehearsals (perhaps even role-playing games) of exit-meetings to confirm that the selected managers are up to the task and “know the scenario”. 4. The waiver agreement must not have the effect of misleading, misrepresenting or not informing the participants and persons concerned. The pros or cons described must be explained without exaggerating the benefits or minimizing the restrictions. A waiver cannot be considered voluntary and knowingly unless at least . . . the agreement provides that the person may revoke the contract for at least 7 days from the date of execution of this contract and that the contract becomes effective or enforceable only after the withdrawal period has expired. (2) To whom information should be shared; The necessary information must be communicated to anyone in the decision-making unit who is invited to sign a waiver agreement. (2) No waiver agreement may contain a provision prohibiting a person: if you decide to deceive the employee to accept a severance agreement, you will be able and most likely to be held liable in law.

Be careful in how you will develop your severance agreement and consult a professional if you have any uncertainties. ☐ expect litigation. There are various and often numerous documents that have been written in an FIR, including working papers, statistical analyses and separation agreements with exhibitions. If a complaint comes from the FIR, it is very likely that these documents will be requested by the plaintiff`s counsel, and they could be displayed in the courtroom. So be careful about what is written and how it is formulated: a jury can look over your shoulder in two years.

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