The first substantiation you must hold is documentation stating the workforce past performance is poor or less then standard. Veteran managers know that you'll eventually have to layoff a worker. This will keep you out of trouble even if later substantiation or the worker's attorney-at-law proves your conclusions wrong afterwards. This includes customers, suppliers, other departments and trade organizations which had regular contact with the laid off worker. When she offers to resign, you should have her write you a resignation letter. Whether the employer should use progressive discipline such as warnings or letters of reprimand or should fire the jobholder, depends on how the jobholder disobedience occurs. Most worker contracts will state what terms for lay off include. Remember, your business saw potential in this worker at one time and hired the individual. o Breaking major policies, methods and rules. The information shared in an exit interview can be as important as the comments you receive from your customers — even if these comments are from a sacked worker. You must develop an employee handbook that clearly spells out inappropriate behaviors that will receive rehabilitative action. The jobholder is not performing up to the job description after adequate time to learn the job.

Other workers, however, may merit such consideration, and a short notice of recommendation may take the edge off the unpleasant circumstance. Stress the business decided to do a layoff for economic reasons and not on the account of that worker's lackluster performance. With "Transfer the Problem Option," you reassign the jobholder to another individual either at your current location or elsewhere. These are different circumstances usually involving insubordinate employees.