To discipline a jobholder appropriately, you must follow a procedure that gives employee chances to fix their behavior. Since some good manuals and videotapes are available on this subject including my Employee termination guidebook, you should take time to read about proper separation processes. You should clearly define what makes up sexual harassment and include it in your worker handbook. The business may want to add other information to the worker warning form. Never try to lay off a worker "on the fly." You're opening yourself up to legal issues and giving the employee ammunition to argue about his or her layoff. o Are you dimissing the jobholder for an illegal, stupid or "no" reason? They are as follows: the date, the jobholder's name, the employee's address, the company name, the effective lay off date and the terms of the separation.

You can't wait for the next pay period. When you're satisfied with the risk level and the cost associated with it, follow the remaining program and fire the employee. Sample Employee separation Notification for Lackluster productivity. o Has the company consistently terminated similarly placed workers for these reasons in the past? Your report of the inquest serves as your papers justifying the termination. Make sure you clearly explain any behavior that is grounds for immediate layoff in the worker handbook. You must create your evidence in real time. This separation notice is an important legal document proving that you did not sack the jobholder for wrongful reasons. Unquestionably, with the risk elevation, you should change your strategies and your costs go up.