What is considered unfair dismissal in Australia?

Unfair dismissal occurs when an employee is dismissed in a harsh, unjust, or unreasonable manner. The Fair Work Commission considers whether there was a valid reason, whether the employee was notified and given a chance to respond, whether they were allowed a support person, whether they had been warned about performance issues, and whether the employer's size affected their HR capabilities.

How much notice must I give when terminating an employee?

The minimum notice period under the National Employment Standards depends on length of service: 1 week for less than 1 year, 2 weeks for 1-3 years, 3 weeks for 3-5 years, and 4 weeks for more than 5 years. Employees over 45 with at least 2 years' service get an extra week. You can pay out the notice period instead of having them work it.

What entitlements must be paid when terminating an employee?

Final pay must include: outstanding wages and any overtime or penalties owed, accrued annual leave, accrued long service leave (if applicable), payment in lieu of notice (if notice not worked), and redundancy pay (if applicable and business has 15+ employees). Any leave taken in advance can be deducted.

What is the Small Business Fair Dismissal Code?

The Small Business Fair Dismissal Code applies to businesses with fewer than 15 employees. If followed, it protects the employer from unfair dismissal claims. Key requirements include: a valid reason for dismissal, a genuine belief the employee is guilty of misconduct (for misconduct cases), a warning about performance issues (for performance cases), and giving the employee an opportunity to respond.

Can I dismiss an employee without notice?

Summary dismissal (immediate termination without notice) is only permitted for serious misconduct such as theft, fraud, violence, serious safety breaches, or being intoxicated at work. Even then, you should still conduct an investigation and give the employee a chance to respond to the allegations before making a final decision.

What should a termination letter include?

A termination letter should include: the date of termination, the reason for termination (can be general like "performance" or "redundancy"), the notice period or payment in lieu, final pay details including leave balances, return of company property requirements, and information about entitlements like unemployment benefits or references.

Do I need to give a reason for termination?

You should always have a valid reason for termination, but you don't need to provide extensive detail in writing. General statements like "performance concerns" or "role redundancy" are acceptable. However, if challenged at Fair Work, you will need to demonstrate a genuine reason with supporting evidence.

What happens if an employee refuses to sign termination paperwork?

An employee's signature is not required for termination to be valid. If they refuse to sign, note their refusal on the document, have your witness sign confirming the meeting occurred, and provide them with a copy anyway. The termination is still effective from the date specified.

Am I required to provide a reference after terminating an employee?

No, you are not legally required to provide a reference. However, if you do provide one, it must be truthful and not misleading. You can choose to provide only basic employment confirmation (dates, position title) or decline to provide a reference altogether. Document your policy on references.

How do I terminate a difficult employee?

Terminating a difficult employee requires the same process as any termination: valid reason, proper documentation, and procedural fairness. Stay professional, have a witness present, and document everything. If the employee has a history of aggressive behavior, consider having security on standby. The key is to remain calm, stick to the facts, and avoid being drawn into arguments. Seek legal advice if you anticipate resistance or legal action.

Can an employee refuse to accept termination?

An employee cannot refuse termination—employment termination is the employer's decision. However, they can refuse to sign termination paperwork (which doesn't affect the validity of the termination). They can also challenge the termination by lodging an unfair dismissal claim with the Fair Work Commission within 21 days. If this happens, seek legal advice immediately and gather all documentation to support your decision.

What if the employee becomes aggressive during the termination meeting?

If an employee becomes aggressive, stay calm and don't escalate the situation. Have a witness present (as you should for all termination meetings). If they become verbally abusive, calmly state "I understand you're upset, but we need to keep this conversation respectful." If they become threatening or physically aggressive, end the meeting immediately and call security or police if necessary. Document everything that happens.

Can I terminate someone who is on sick leave?

Terminating an employee on sick leave is high-risk and may be deemed adverse action or discrimination if the termination is related to their illness or leave. However, you can terminate for valid reasons unrelated to the sick leave (such as genuine redundancy or serious misconduct that occurred before the leave). This is a complex area—always seek legal advice before terminating someone on sick leave to avoid discrimination claims.

What's the difference between termination and redundancy?

Termination (dismissal) is about the person—ending employment due to performance, conduct, or other reasons related to the employee. Redundancy is about the job—the role itself is no longer required due to business changes. Redundancy requires different processes (consultation, selection criteria if choosing between employees) and may trigger redundancy pay obligations. The distinction is important because the legal requirements and employee entitlements differ significantly.

How long do I need to keep termination records?

Keep all termination records (termination letter, final pay records, performance documentation, investigation notes, and all correspondence) for at least 7 years. This is the Fair Work Act requirement for employment records. These records may be needed for unfair dismissal claims (within 21 days), general protections claims (within 6 years), or other employment-related disputes. Store them securely and ensure they're easily retrievable if needed.

Can I terminate someone during their probation period?

Yes, you can terminate an employee during their probation period, but you still need a valid reason and must follow a fair process. Probation periods don't remove the need for fairness—you should still provide feedback, give the employee an opportunity to improve, and document concerns. The main difference is that employees on probation (under 6 months for regular businesses, or under 12 months for small businesses) cannot claim unfair dismissal, though they can still claim unlawful termination or discrimination.

HOW-TO GUIDE

How to terminate an employee fairly

Terminating an employee is one of the most difficult tasks any manager faces. Done properly, it protects your business legally and preserves the departing employee's dignity. Done poorly, it can result in unfair dismissal claims, damaged morale, and reputational harm.

15 min read • Updated 30 Jan 2026

Written by

Steve Harris

Important Legal Notice

This guide provides general process information only. Termination matters carry significant legal risk. Seek legal advice before taking action on any specific case.

What is fair termination?

Fair termination means ending someone's employment for a valid reason, following proper procedures, and meeting all legal obligations. Under Australian law, employees have strong protections against unfair dismissal, and employers must demonstrate both a valid reason for termination and a fair process.

According to the Fair Work Ombudsman, termination can occur for various reasons including poor performance, misconduct, redundancy, or the end of a fixed-term contract. Whatever the reason, following the correct process is essential.

Before you proceed - mandatory checklist

Before using this guide to terminate an employee, confirm you have addressed each of these items:

Have you consulted a lawyer or HR professional about this specific case?

Have you documented the circumstances and reasons thoroughly?

Have you checked for any protected attributes or workplace rights that may apply?

Have you given the employee an opportunity to respond to concerns?

If you cannot answer "yes" to all of these questions, stop and seek professional advice before proceeding.

EXAMPLE

Sample termination letter structure

Here's what a typical termination letter includes. Always seek legal advice before finalising.

Termination_Notice_Letter.docx

File Home Insert Layout

CONFIDENTIAL [Date]

Notice of termination of employment

To: [Employee Name]

1. TERMINATION DETAILS

Your employment with [Company] will end on:

Reason for termination:

2. NOTICE PERIOD

Notice period: [X] weeks

[ ] To be worked / [ ] Paid in lieu

3. FINAL ENTITLEMENTS

Your final pay will include:

Outstanding wages to [date]
Accrued annual leave: [X] days
Payment in lieu of notice (if applicable)
Long service leave (if applicable)

Signed: _________________ (Employer) Date: _________________

Termination_Letter.docx

A termination letter typically includes:

Date — When the letter is issued
Last day — Final date of employment
Reason — Valid reason for termination
Notice — Period and whether worked or paid
Entitlements — Final pay breakdown

LEGAL REQUIREMENTS

Australian termination law basics

Understanding these requirements is essential before terminating any employee.

Unfair dismissal

Employees can claim unfair dismissal if the termination was harsh, unjust, or unreasonable.

Applies after 6 months (or 12 months for small business)

Employee must be covered by award/agreement or earn below threshold

21-day time limit to lodge a claim

Notice periods

Minimum notice period depends on length of continuous service:

Less than 1 year 1 week

1-3 years 2 weeks

3-5 years 3 weeks

More than 5 years 4 weeks

+1 week if over 45 with 2+ years' service

Final entitlements

All of the following must be paid in the final pay:

Outstanding wages and any overtime/penalties

Accrued annual leave

Long service leave (if applicable)

Notice pay (if not worked)

Redundancy pay (if applicable)

Small business fair dismissal code

Businesses with fewer than 15 employees have different rules:

12-month minimum employment period (not 6)

Following the Code protects against unfair dismissal claims

Written warning required for performance issues

Download the Code from Fair Work

Unlawful termination is different from unfair dismissal

It is always illegal to terminate someone because of discrimination (race, sex, age, disability, etc.), taking sick leave, union membership, making a complaint, or other protected reasons. These protections apply to all employees regardless of service length or business size.

THREE PHASES

Before, during, and after termination

Fair termination requires careful preparation, respectful execution, and proper follow-through.

High-risk moment ahead

The termination meeting is when most legal claims originate. Every word can be scrutinized by the Fair Work Commission. If you have ANY doubt, seek legal advice before proceeding.

Before

Ensure you have valid reasons, proper documentation, and have met all legal requirements.

Documented performance issues or misconduct

Warnings issued and acknowledged

Legal obligations checked

Critical: Get legal advice if unsure

During

Conduct the meeting professionally, directly, and with respect for the employee's dignity.

Have a witness present

Be direct and clear about the decision

Allow them to respond

Keep it brief: 15-20 minutes max

After

Process final pay, handle logistics professionally, and communicate appropriately with the team.

Pay all entitlements promptly

Collect company property respectfully

Inform team without private details

Offer support: Reference letter, outplacement

TERMINATION CHECKLIST

Pre-termination checklist

Complete these items before proceeding with termination. Missing any essential item creates legal risk.

Valid reason documented

Essential

Conduct, capacity, or redundancy with evidence

Warnings on file

Essential

Written warnings issued and acknowledged (if applicable)

Employee notified of concerns

Essential

Employee was told the reason and given chance to respond

Notice period calculated

Essential

Based on length of service and award/contract

Final entitlements calculated

Essential

Wages, leave, notice pay, redundancy if applicable

Termination letter prepared

Essential

Written notice with last day and entitlements

Meeting room booked

Essential

Private, quiet space for the conversation

Witness arranged

Essential

HR or another manager to attend

IT/security access list

Systems to disable and property to collect

Team communication planned

How and when to inform colleagues

CHOOSE YOUR METHOD

Three ways to manage terminations

Each method has trade-offs. Here's how they compare.

Manual process

Paper records, manual calculations, and memory-based processes. Risky for compliance.

No software cost

High error risk

Poor documentation

Compliance gaps likely

Risk level: High

Use templates

Pre-made policies and checklists. Better structure but still manual tracking.

Consistent structure

Professional format

Manual calculations

No audit trail

Risk level: Medium

Recommended

HR software

Automated workflows, centralised records, and built-in compliance. Professional and defensible.

Complete audit trail

Award calculations

Offboarding workflows

Defensible records

Risk level: Low

STEP-BY-STEP

How to terminate an employee fairly

Follow these steps to conduct a fair, legal, and respectful termination.

This is the highest-risk moment

Anything you say during the termination meeting can be used in an unfair dismissal claim. If you are unsure about any aspect of this meeting, seek legal advice first.

Establish a valid reason and documentation

Ensure you have a legitimate, documented reason for termination that would be considered fair under Australian workplace law.

Key actions:

Review all <a href="/guides/how-to/conduct-a-performance-review" class="text-primary-700 hover:text-primary-800 underline">performance review records</a>, <a href="/guides/how-to/write-a-warning-letter" class="text-primary-700 hover:text-primary-800 underline">warning letters</a>, and <a href="/guides/how-to/create-a-pip" class="text-primary-700 hover:text-primary-800 underline">improvement plans</a>
Ensure the reason relates to conduct, capacity, or genuine redundancy
Check that any performance management process was followed correctly
Gather all relevant documentation to support your decision

Review legal obligations

Check the Fair Work Act, relevant award or enterprise agreement, and employment contract for specific requirements.

Key actions:

Calculate the correct notice period based on length of service
Determine all final entitlements owed (leave, wages, redundancy pay)
If a small business (under 15 employees), review the Small Business Fair Dismissal Code
Consider whether unfair dismissal protections apply to this employee

Prepare for the meeting

Plan exactly what you will say and gather all necessary documents. Arrange for a witness to be present.

Key actions:

Book a private meeting room away from other employees
Prepare written notice of termination with last day of employment
Have a witness (ideally HR or another manager) present
Prepare final pay calculations and any other documents needed

Conduct the meeting with respect

This is the highest-risk moment. Anything you say can be used in an unfair dismissal claim. If you are unsure about any aspect of this meeting, seek legal advice first.

Deliver the news directly and professionally. Allow the employee to respond and maintain their dignity throughout.

Key actions:

Be direct and clear — state the decision early in the meeting
Explain the valid reasons using documented evidence
Give the employee an opportunity to respond and listen to their perspective
Keep the meeting brief and factual — it is not a negotiation

Handle logistics with dignity

Manage the practical aspects of departure professionally, respecting the employee's privacy and dignity.

Key actions:

Provide written termination letter detailing last day, notice period, and final pay
Discuss return of company property (keys, laptop, uniforms)
Offer to let them collect belongings outside of busy hours if preferred
Arrange security access changes in a way that is not humiliating

Process final pay and follow up

Pay all entitlements promptly, inform the team appropriately, and offer support where possible.

Key actions:

Process final pay including outstanding wages, accrued leave, and any notice payout
Provide a separation certificate if requested
Communicate the departure to the team without disclosing private details
Consider offering outplacement support or a reference letter

The 6 phases of a termination meeting

A typical termination meeting should last 15-20 minutes. Here's the detailed timeline with sample language.

Phase 1: Opening (0-2 minutes)

Set the tone and get straight to the point

✓ What to say:

"Thank you for meeting with me today. I need to discuss something important regarding your employment."

✗ What NOT to say:

• "How are you doing today?" (Don't make small talk)
• "Let's talk about your future here" (Too vague)
• "I have some bad news" (Creates unnecessary anxiety)

Body language: Maintain eye contact, sit across from the employee (not behind a desk), speak calmly and clearly.

Phase 2: Deliver the decision (2-4 minutes)

Be direct and unambiguous about the outcome

✓ What to say:

"I need to inform you that we have decided to terminate your employment with [Company], effective [date]."

Be clear and direct. Avoid softening language that creates ambiguity.

✗ What NOT to say:

• "We're going to have to let you go" (Too informal)
• "It's not working out" (Too vague)
• "I'm really sorry about this" (Implies you made a mistake)

Phase 3: Explain the reason (4-7 minutes)

Reference documented evidence

Tailor your explanation to the termination type:

For performance issues:

"Despite the performance improvement plan we put in place on [date], and the additional support provided, the required performance standards have not been met."

For misconduct:

"Following our investigation into [specific incident], we have determined that your actions constitute serious misconduct under our workplace policies."

For redundancy:

"Due to business restructuring, your position is being made redundant. This decision is about the role, not your performance."

Key principle: Be factual, not emotional. Reference specific dates and documented incidents.

Phase 4: Allow response (7-15 minutes)

Listen actively but don't negotiate

✓ What to say:

"I understand this is difficult news. Would you like to share your thoughts or ask any questions?"

Handling emotional reactions:

If they cry:

Offer tissues, pause to let them compose themselves, show empathy: "I understand this is upsetting. Take your time."

If they become angry:

Stay calm, don't escalate. "I understand you're upset. This decision is final." Have your witness ready to intervene if needed.

If they deny wrongdoing:

Restate the facts calmly: "I understand you see it differently. However, based on our investigation and documented evidence, this is our decision."

Remember: Don't argue, negotiate, or discuss other employees. The decision is final.

Phase 5: Cover logistics (15-18 minutes)

Explain practical next steps

Notice period: "Your notice period is [X] weeks. You can work the notice or we'll pay it out."

Final pay: "Your final pay will include all outstanding wages, annual leave, and [other entitlements]. You'll receive this on [date]."

Company property: "Please return [laptop, keys, uniform, etc.] by [date]."

Access: "Your system access will be deactivated as of [time today/tomorrow]."

References: "We can provide employment confirmation. Please contact HR for reference requests."

Phase 6: Close the meeting (18-20 minutes)

End professionally and compassionately

✓ Closing statement:

"I know this is difficult. Here's a written summary of everything we discussed. If you have questions later, please contact [HR contact]. Is there anything else you need right now?"

Provide them with:

Written termination letter (use our free termination letter template)
Final pay breakdown
Information about entitlements and support services

After they leave: Escort them professionally if collecting belongings. Avoid making them feel like a criminal.

Free termination letter template

Download our free termination letter template with all required elements for performance, redundancy, and misconduct dismissals. Includes guidance on proper wording and legal requirements under the Fair Work Act.

Customize for your situation: This template provides structure only. Seek legal advice to ensure your specific termination reason, wording, and entitlements comply with applicable laws and the employee's award or contract.

Download template

Calculate final pay entitlements

Use our free payroll calculator to estimate final pay including wages, annual leave, leave loading, and notice pay. Ensure you comply with the Fair Work Act requirements for final entitlements.

Open payroll calculator

TOP TIPS

Termination tips

Follow these principles to handle terminations professionally and minimise risk.

Document everything

Maintain detailed records of performance issues, warnings, and the termination process.

Be direct but kind

State the decision clearly and early. Avoid beating around the bush or giving false hope.

Respect their dignity

Handle the departure in a way that preserves the employee's self-respect and privacy.

Follow the law

Support compliance with Fair Work Act, applicable awards, and contractual obligations.

Pay what is owed

Calculate and pay all entitlements accurately and on time. Never withhold final pay.

Learn and improve

After the termination, reflect on what led to this point and how to prevent similar situations.

Conducting the termination meeting

The meeting should be brief, direct, and respectful. Here's how to approach it:

Get to the point quickly — don't make small talk

State the decision clearly: "Your employment is being terminated"

Explain the reason briefly, referencing documentation

Allow them to respond but don't debate or negotiate

Have tissues and water available — expect emotions

Provide the termination letter and explain next steps

SOFTWARE METHOD

Manage terminations with RosterElf HR hub

Reduce risk and support compliance with proper documentation and workflows.

Document performance history

Track performance issues, warnings, and improvement plans in one centralised location.

Calculate entitlements accurately

Award interpretation ensures correct notice periods and final pay calculations.

Run offboarding workflows

Automated checklists ensure nothing is missed during the exit process.

Maintain audit-ready records

Complete documentation trail to defend against any potential claims.

Start free trial

No credit card required

DETAILED COMPARISON

Feature comparison

See exactly how each termination management method stacks up across key features.

Documentation

Manual Paper files

Templates Shared drive

HR software Centralised records

Warning tracking

Manual Manual notes

Templates Spreadsheet

HR software Automated workflow

Notice calculation

Manual Manual lookup

Templates Checklist

HR software Award-based rules

Final pay

Manual Manual calculation

Templates Calculator

HR software Automated calculation

Compliance trail

Manual Filing cabinet

Templates Document folder

HR software Audit-ready records

Offboarding tasks

Manual Memory-based

Templates Checklist

HR software Automated workflow

Policy access

Manual Paper manual

Templates Shared drive

HR software Digital policies

Legal updates

Manual Manual research

Templates Manual

HR software Built-in compliance

Feature	Manual	Templates	HR software
Documentation	Paper files	Shared drive	Centralised records
Warning tracking	Manual notes	Spreadsheet	Automated workflow
Notice calculation	Manual lookup	Checklist	Award-based rules
Final pay	Manual calculation	Calculator	Automated calculation
Compliance trail	Filing cabinet	Document folder	Audit-ready records
Offboarding tasks	Memory-based	Checklist	Automated workflow
Policy access	Paper manual	Shared drive	Digital policies
Legal updates	Manual research	Manual	Built-in compliance

AVOID THESE

Common termination mistakes

These mistakes lead to unfair dismissal claims, underpayment penalties, and reputational damage.

No documented warnings or performance management

Consequence: Risk of unfair dismissal claim due to lack of procedural fairness

Solution: Always follow a documented performance improvement process before termination using performance tracking

Not giving the employee a chance to respond

Consequence: The Fair Work Commission may find the dismissal was procedurally unfair

Solution: Always notify the employee of the reason and give them an opportunity to respond before making a final decision using proper procedures

Terminating without calculating correct entitlements

Consequence: Underpayment can lead to penalties, back-pay claims, and reputational damage

Solution: Calculate all entitlements accurately including notice, leave, and any redundancy pay with award interpretation tools

Public or humiliating dismissal

Consequence: Damages employee dignity, morale of remaining staff, and increases legal risk

Solution: Always conduct the meeting privately with a witness and handle logistics with respect workplace policies

Not following the Small Business Fair Dismissal Code

Consequence: Small businesses lose protection against unfair dismissal claims

Solution: Follow the Code exactly, including providing a written warning for performance issues, documented using compliant templates

FREE TEMPLATES

Download free termination policy templates

Get started with our library of free HR templates including termination, exit management, and misconduct policies.

Termination of employment policy

Covers all types of termination with Fair Work compliance

Exit management policy

Professional offboarding procedures

Misconduct policy

Defines misconduct and disciplinary procedures

Performance management policy

Managing underperformance before termination

Performance and employment

7+ templates

Behaviour and conduct

14+ templates

Leave and attendance

8+ templates

HR software

Full platform

Or automate offboarding with RosterElf

Manage terminations properly

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FAQs

Frequently asked questions about terminating employees

Unfair dismissal occurs when an employee is dismissed in a harsh, unjust, or unreasonable manner. The Fair Work Commission considers whether there was a valid reason, whether the employee was notified and given a chance to respond, whether they were allowed a support person, whether they had been warned about performance issues, and whether the employer's size affected their HR capabilities.
The minimum notice period under the National Employment Standards depends on length of service: 1 week for less than 1 year, 2 weeks for 1-3 years, 3 weeks for 3-5 years, and 4 weeks for more than 5 years. Employees over 45 with at least 2 years' service get an extra week. You can pay out the notice period instead of having them work it.
Final pay must include: outstanding wages and any overtime or penalties owed, accrued annual leave, accrued long service leave (if applicable), payment in lieu of notice (if notice not worked), and redundancy pay (if applicable and business has 15+ employees). Any leave taken in advance can be deducted.
The Small Business Fair Dismissal Code applies to businesses with fewer than 15 employees. If followed, it protects the employer from unfair dismissal claims. Key requirements include: a valid reason for dismissal, a genuine belief the employee is guilty of misconduct (for misconduct cases), a warning about performance issues (for performance cases), and giving the employee an opportunity to respond.
Summary dismissal (immediate termination without notice) is only permitted for serious misconduct such as theft, fraud, violence, serious safety breaches, or being intoxicated at work. Even then, you should still conduct an investigation and give the employee a chance to respond to the allegations before making a final decision.

Terminating a difficult employee requires the same process as any termination: valid reason, proper documentation, and procedural fairness. Stay professional, have a witness present, and document everything. If the employee has a history of aggressive behavior, consider having security on standby. The key is to remain calm, stick to the facts, and avoid being drawn into arguments. Seek legal advice if you anticipate resistance or legal action.
An employee cannot refuse termination—employment termination is the employer's decision. However, they can refuse to sign termination paperwork (which doesn't affect the validity of the termination). They can also challenge the termination by lodging an unfair dismissal claim with the Fair Work Commission within 21 days. If this happens, seek legal advice immediately and gather all documentation to support your decision.
If an employee becomes aggressive, stay calm and don't escalate the situation. Have a witness present (as you should for all termination meetings). If they become verbally abusive, calmly state "I understand you're upset, but we need to keep this conversation respectful." If they become threatening or physically aggressive, end the meeting immediately and call security or police if necessary. Document everything that happens.
Terminating an employee on sick leave is high-risk and may be deemed adverse action or discrimination if the termination is related to their illness or leave. However, you can terminate for valid reasons unrelated to the sick leave (such as genuine redundancy or serious misconduct that occurred before the leave). This is a complex area—always seek legal advice before terminating someone on sick leave to avoid discrimination claims.
Termination (dismissal) is about the person—ending employment due to performance, conduct, or other reasons related to the employee. Redundancy is about the job—the role itself is no longer required due to business changes. Redundancy requires different processes (consultation, selection criteria if choosing between employees) and may trigger redundancy pay obligations. The distinction is important because the legal requirements and employee entitlements differ significantly.
Keep all termination records (termination letter, final pay records, performance documentation, investigation notes, and all correspondence) for at least 7 years. This is the Fair Work Act requirement for employment records. These records may be needed for unfair dismissal claims (within 21 days), general protections claims (within 6 years), or other employment-related disputes. Store them securely and ensure they're easily retrievable if needed.
Yes, you can terminate an employee during their probation period, but you still need a valid reason and must follow a fair process. Probation periods don't remove the need for fairness—you should still provide feedback, give the employee an opportunity to improve, and document concerns. The main difference is that employees on probation (under 6 months for regular businesses, or under 12 months for small businesses) cannot claim unfair dismissal, though they can still claim unlawful termination or discrimination.

Related guides

More HR and employment resources.

Regulatory sources

This guide is aligned with official Australian workplace regulations on ending employment.

Fair Work - Ending employment Fair Work - Unfair dismissal

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