If you want to discuss this memorandum further, give me a call at [Your Phone Number]. If the worker fails to increase as the result of progressive discipline, you'll have built a sufficient case to dismiss the jobholder without risk of facing a suit. Because the guideline separation approach was so flawed, I developed the layoff Risk Estimate & Protection System(tm) (TREPS).

With this as background, the following triggered your dismissal. * Have an honest discussion with your worker about their job productivity and how it is influencing not only the small business but their career. In the layoff letter, you also should include the triggering event that led to the lay off. First, corporate outplacement helps plan the employee termination and provides services for the employee afterwards. Have the jobholder sign the notice so there is a record that you did meet with the employee and presented the information recorded in the reprimand notice. If the dollar value isn't too high, you might consider just letting the worker keep the firm property. In my experience, many "not-so-smart" managers still go the "no-reason" or "stupid reason" route when sacking a disgruntled employee. In addition, it should provide you with tips and advice in case the jobholder files a grievance or a legal action against you for unlawful dismissal. If reprimands don't get through, you may have to sack the difficult employee. And gossip in the workplace can do much harm to your personnel' group spirit, their productivity and even the small business's reputation. First, the employee is likely to sue and you have appropriately recorded a legitimate reason. As you now know, sacking a worker is not as simple as saying "you're sacked." It's a legal process and is therefore much more complicated that it appears on the surface.