If you promised to write a letter of recommendation or made other promises, take some time shortly after the meeting to complete them. If you do not have any other workforce, you might want to take the agreement to a notary for witnessing. He won't want an audience as he goes through these emotions. After all, it is a business, and if you're losing money on the account of a problem that is grounds for sacking. It can lift her esprit de corps since it shows you're willing to invest in her. A less severe form is a "layoff", which means the termination is on the account of corporate restructuring or external company forces. Also you must have policies on the layoff procedure and conditions for a layoff. If you have collected this information properly, the jobholder will not be surprised by his or her current predicament. By fixing the problem the first time, your bad individual's behavior may increase. In many ways, dimissing a high level worker is no different from dimissing any other worker. First, you can use insubordination forms if there is a confrontation between a supervisor and a jobholder. Here you give the difficult individual a voluntary choice to leave the company with a big severance package.

Here's the guideline approach you'll find in most books: To keep out of court, you should thoroughly document the worker's lackluster performance or misconduct before you lay off him. If however a sick employee returns from medical leave to find their job permanently filed, you'll have a messy legal nightmare on your hands. And, if the termination boss didn't give them already, you should bring the jobholder's final paycheck and severance check.