It is likely in today's corporate environment that you'll at some point in your career have to let employees go. Here's an example of using progressive discipline for gross misconduct. Don't e-mail (or fax her) the termination documents until you have told her she's terminated. It may not be the contrite demeanor you would wish; the worker may respond in anger. Give the original copy of the jobholder separation notification to the worker while keeping a copy for your records. In either case, the risk level is medium, and you must offer the worker extra severance benefits in return for a release. The Fourth Step When Sacking Workforce: Schedule a Witness. It decides whether you win the law suit or end up spending tons of money and rehiring this person. Make clear the "examples" section should not contain any derogatory references to the jobholder. As a boss and executive, I've always appreciated the Personnel department's help.

And by preparing with documentation and witnesses, you have an excellent chance of winning. For example, address the letter to the jobholder, not the employer of the department or the human resources manager. If the troublemaker is a poor performer, you must immediately put him into progressive discipline and fire him when his productivity doesn't upgrade. It briefly outlines the problems you are having with the worker and spells out what will take place if the employee fails to correct her or his behavior. Remember that this also means sticking with your plans to submit a jobholder warning form and doing so in a timely fashion.