Not considering the need to downsize your (Lay Off Employee) department,

Not considering the need to downsize your department, at times you are faced with dimissing a salaried monthly worker. The thinking here is that senior workers have more job experience and more firm training. o Have you thoroughly documented the company reason for the worker's job elimination and is it unlikely you'll refill this position within the next year? Please see at Tool #3 "Fill-In-the Blank Notices" in the jobholder Dismissal Toolkit (attached to the end of this book). This knowledge will aid you plan your strategy for getting rid of the difficult worker. Such information will serve to back-up the lay off and prove you based the firing on solid reasons and not influenced by any suspect reasoning. Tip #2: Take at least 9 months to terminate using escalating discipline. So sacking them in a traditional dismissal meeting can be difficult. When using misbehavior forms, make sure you have convincing proof the jobholder committed the bad-behaving conduct in question. You, the jobholder and your corroborators will swear a legally binding oath to inform the truth. You must object to any hearsay proof he presents.

The most important part of this method is to prove that you have tried to correct the worker's terrible productivity before termination. This creates recorded substantiation that all employees know the workplace standards. Mostly, you don't have enough information to decide if gross misconduct occurred. This also leaves room for an employee to file a improper job termination suit when you layoff them for that behavior.