Because the guideline lay off approach was so flawed, I developed the lay off Risk Estimate & Protection System(tm) (TREPS). It also should tell the worker about his benefits. First, when you're dismissing for gross misbehavior, you should separate the day after the 3-day suspension whether this is Friday or not. If you can, document the effect their absence or their grounds for being in jail is having on your business. On the account of their high-profiles, senior executives normally want cover stories.

In this case, you may have given the employee a verbal notice to upgrade within 30 days and she didn't. Terminating a jobholder is never an easy procedure either for you or the employee, but now and then you'll have no choice. In Chapters 2 and 3, you get a listing of grounds for sacking or laying off an employee. Do what is right and remove the insubordinate employee from your employees before you are sorry you didn't. At the same time, the tone of the memorandum should be polite and truthful. If you continue to act this way, you'll force me to consider your dismissal. If counseling does not reveal a valid reason for poor performance or reveals a problem that can't be resolved, you should issue a documented warning and place in the jobholder's Personnel folder. Insubordination: Stealing $5300 from the business (Layoff immediately.) Misbehavior can range from failure to complete a small, simple task to belligerent refusal to carry out a job. But don't make the layoff effective until you can give the jobholder his check. If you handle it properly, then losing the worker can boost your productivity.