Therefore, a worker's separation should never surprise him. This is not an easy task but, for the sake of the business and morale of the workplace, you should replace a poor performer with an effective one. Otherwise, you may sack the jobholder only to find yourself in the middle of a illegal termination law suit. This is why you must protect yourself when dismissing an employee. The written notice galvanizes the workforce understanding that a behavior or action is out of line with the company' policies. Wrongdoing, but long tenure - You give the jobholder a final written warning (see Chapter 6 for long-tenure, single-offense workers). To avoid issues when dimissing personnel for lack of attendance, managers should keep and use consistent standards with every worker. The jobholder termination form can be a strong line of defense if you become involved in litigation about separating a worker. o Extra cash above the guideline formula. The rehabilitative forms you complete prove that you did not dismiss an employee on whim or due to discrimination.

You do the dismissal based on performance and Sue's is the worst in the department. These are different circumstances for the most part involving bad employees. Once you have those guidelines, personnel misbehavior handling should be clear and backed by strong discipline. There are plenty of stupid and unlawful reasons that you want to avoid such as sacking someone because he's left-handed (stupid) or because he's old (wrongful). This is especially true of loyal employees who have done a good job but must be let go for purely company reasons. You don't need to write down these guidelines of insubordination.