The next sections give you the details for each step. There must be no question the jobholder involved does not understand the nature of the reprimand and the consequences if he or she repeats the behavior. o Have you, or will you, treat this lay off and employee differently than others similarly placed? When using a jobholder discipline form you not only inform the insubordinate worker that their behavior is unacceptable, but you also have written evidence of the issues. o What did you like about your department? This protects you in case the former employee charges you and your business with illegal actions resulting from termination. o Staying out longer than the agreed to leave period (12 weeks maximum for FMLA). The rehabilitative forms you complete prove that you did not dismiss an employee on whim or due to discrimination. Dismissing - This is the same as sacking. Within this section, you should state that this final incident has left you with no other choice than to lay off this jobholder.

When it comes to firing workers, it is imperative that you follow standardized methods and that these methods are established well before the need to terminate an employee presents itself. You can spot this flight response easily, as most employees will shut down. When using a worker discipline form you not only tell the bad worker that their behavior is unacceptable, but you also have a written papers of the issues. You have an disgruntled employee who is willfully testing your authority. You want these standards to list reformatory actions, possible situations that could lead to separation, and the method one should go through to lay off a worker. Regardless of the problem, extensive worker investigations before separation are necessary if you hope to keep yourself free from legal troubles.