(Here you'll also want to note any employee benefits the worker will receive. This is important as separated workers may show a range of emotions from tearful acceptance to angry and abusive behavior. It should explain your previous attempts to correct the employee with dates, a statement communicating the jobholder is sacked effective on a date, and any final pay and severance packages. First, you can find someone in your organization to coach the disgruntled worker. We will or have already released these benefits to you as part of your lay off. By fixing the problem the first time, your problem worker's behavior may improve. If you have followed the proper processes and have collected the right papers, you incur no more risk by including the reason for termination in your memorandum. Papers and rehabilitative action for disobedience problems at work is time consuming. And, you can retreat to your office if the worker "desires a moment" during the layoff meeting. Knowing your rights as an employer will help you to go through the firing according to all the rules, and safely wash your hands of someone without worrying about him claiming illegal lay off in the future. If the gross misconduct occurs and could damage the business, then you must take full use of your policies and reprimand the employee, possibly even terminating their employment. By waiting days or even weeks to fire a worker after a deciding event, you suggest their behavior is acceptable.

An Older Jobholder Who's Unaffordable. (See Chapter 3 for a list of legitimate business needs.) Even though the unemployment commissions favor the employee, you can fight an unemployment claim against a bad ex-worker whose claim is bogus. Let the manager who hired her take care of the problem.