You put the disgruntled employee on notice his job is in jeopardy. This is the case even if you had good reason to sack that individual. Myth Four: I've been told that one of my workforce has appeared on a pornographic site on the internet. None of these "experts" told you how to evaluate the employer's risk in the lay off. o With high-risk termination, you negotiate a release before lay off. Write it ahead of time and have your legal counsellor or Hr Workforce review it before you ever schedule the termination meeting. When you are working with the legal counselor, it helps if you have a clear idea of what you want to include in the dismissal package. You'll notice as you read this book that I've a compassionate approach to job termination. The actions of this worker provide enough evidence to support you if you document appropriately. Not only does it provide the jobholder with a formal document, but also it serves as the foundation for your dismissal meeting. When sacking for a company reason and competitive pressure, you should thoroughly document the economic trends and strategic changes which drive your layoff.

The only exceptions are if the employee has stopped showing up for work or if the jobholder is in a circumstance where the supervisor can't speak with them in person. The next chapter gives you a procedure for estimating your layoff risk. You get the insubordinate worker out of the building with little disruption, and you don't have to worry about a half-million dollar litigation. Remember, your small company saw potential in this employee at one time and hired the person.