There are three major items that you, the employer, must remember when sacking a worker. o A separation meeting according to the Chapter 9 program. Your tone in a oral notice should be "helpful" not "threatening." For example, you should say, "With these corrective actions, I'm sure your productivity will improve." This is better than, "If you don't make these corrections in your behavior, you'll force me to evaluate your 'fit' with the company.". This article explains the unique challenges enterpreneurs face when separating bad employees. They will inform you to document performance problems, give chances and then fire. Normally, any worker, whether a "problem" or not, needs help to improve performance and behavior. o Has the employer estimated the dismissal risk appropriately? This article explains how to use them in progressive discipline. o Why are you leaving ABC Firm? So, if this isn't the worker's first warning, then you need to state on the warning form, what warning it is and what the proper action will be if they continue to cause difficulties at the firm. While the employee is packing up, you should thoroughly document the firing meeting. So, obviously this isn't a low-risk termination, and we can skip Part B of Test 1.

Show the employee the warnings leading up to the terminations, attendance records or the investigatory report. Never depend on the formal definition of this law to protect you from a improper dismissal law suit. You can easily insert new information as it becomes available within your separating workers manual.