Ask if the employee has any questions about the lay off, the severance benefits, the separation package or about help finding another job. Give 2 or 3 chances with formal warnings to upgrade before dismissing. A good firm has employees that are willing to cooperate and do their job the best they can.

Owing to the conditions of your separation, further law suit will be in place and business lawyers will be in contact to discuss conditions of repaying the firm for (stolen or misused) business items. If the jobholder is facing unbearable conditions (such as illegal harassment or any of the illegal reasons in Chapter 2), the jobholder may still resign and sue you for constructive discharge and wrongful lay off. By using worker rehabilitative forms, you can more easily solve problems with unacceptable work behavior and substandard work performance. How You Deal with Worker Misbehavior Affects All Employee Productivity. And, by allowing the disgruntled employee to get away with her or his behavior, you're setting a precedent that tells your other workers it is OK to behave in a problematic way. Keep in mind you should follow your company's policies for investigations. If the matter becomes more serious, you'll need this data. Laws differ by state, but each state still carries the same ideas about firing pregnant workers. As with all negotiation meetings, you must document anything significant when it's over. If handled badly, you'll have performance and esprit de corps problems for months. As you may recall from Chapter 4, a high-risk layoff is one where the worker will sue for unlawful layoff (if you fire him) and he'll win in a court trial. Finally remember to remain professional in both your memorandum and in the dismissal meeting.