The previous five chapters (6 through 10) have focused on terminating a single employee. The language should be simple and straightforward so the person reading it understands your message. We don't always fire someone for a legitimate reason. You can layoff the jobholder when you're done with the preparation program. The worker poisons the department with his bad demeanor and work ethic. This may be necessary when the senior employee's performance problem is the division's results. Many years ago, the misbehavior definition was general. Once the administrator has made her determination, she'll mail you a notice with the result. The most effective weapon you have against unlawful employment termination suits is obviously written business policies. Now you're ready, so let's take you through the hearing method. You must even call up your company acquaintances and personally refer the employee to the new employer.

Tell the jobholder you're giving this "short-cycle" performance review to give him a chance to improve and understand your new expectations. You don't ever want to give the worker the idea that your dismissal is open for debate or discussion. There's more about misbehavior forms you must know. While it may not suit your culture or sensibilities to have a Hare Krishna among your staff, if he performs his job well, there is no legal reason for you to separate him. To keep legal problems at bay, managers should give "at will" workforce a jobholder notice of termination.