The jobholder now knows the problem is serious and you are keeping papers in his or her file. Remember, you, as a manager, are only doing your job. Not only should you follow all methods for rehabilitative action or warnings, but you also should write everything down. Such documentation will be invaluable if the worker files a labor dispute claim against the business. More importantly, you must include facts that back up your grounds for dismissing the jobholder. Once you have finished your preparations according to Chapter 8, the lay off meeting itself is easy. That is, the employee was "not guilty" even though the supervisor's substantiation showed "guilty.". To reduce his anger level, you should make the difficult worker feel like you treated him as fairly as possible.

This is a foolproof way to keep yourself out of court even when you may be sacking the worker for an improper reason. You can use escalating discipline for insubordination, but it isn't common. Whatever the reason for her poor behavior, your gut reaction will likely be to clean house and terminate the insubordinate employee immediately. You did an inquest for insubordination (sexual harassment) according to the processes in Chapter 7. o The worker may never go away, unless you offer him a severance. This chapter covers how to treat your difficult worker fairly, honestly and with dignity as you layoff his employment. You must consider each disabled personnel needs to ensure that you don't sack because of the disabilities he or she may have. The moral of this story is only document when you are separating (and disciplining) for a legitimate and legal reason.