Take a hard line about productivity, and your lazy employee will be out the door in a few months. These are cases of insubordination, and you can dismiss these employees right away. With the knowledge you gained in Step 1, you can now ask intelligent questions of the Human resources department and figure out how to best apply/bend the rules to separate your bad employee. She said that when he decides he doesn't like you, he'll find a way to fire you." This is clearly hearsay substantiation if the nurse isn't in the room to confirm her comments.

Please don't use use 'downsizing' as an excuse for firing difficult employees, or creating a culture change in the department by replacing old workers with new ones. Other signs that you have an incompetent worker on your hands include a decrease in performance with an improve in the number of mistakes or a worker that has frequent memory lapses. This should include the dismissal letter, separation document, final paycheck, severance check and COBRA notice. You'll interview witnesses and gather documents to either prove or disprove the gross misconduct. Remember to state specifically the terms of the nondisclosure or private ownership conditions, in case the firm must file a suit against the worker because they break the agreement. Since stopping reference interviews for "good" workers is almost impossible, you must give reference interviews for every worker (good and bad) following the guidelines in this chapter. o Involvement in union activities. Use escalating discipline to inform the employee what is wrong and how to fix it. When someone is out for the day or longer, another employee must cover their workload. o Insubordination (not following minor expectations from supervisor). The jobholder is begging for her job, and her concerns are likely heartfelt.