They may feel this contract or unionization prevents you from being able to separate them. Think through this carefully because it controls the processes you use with the worker and the time it takes to separate. Since the cause of termination is poor company results, you want to bring positive attention to the employee's past work. Tell the jobholder you're laying her or him off. This can lead to a legal action for the business and the employer. Remind her of the dates for the exit interview and separation settlement when you're offering these. Only people in your management chain and a few in Personnel should know. Today you risk lawsuits for sacking a jobholder the wrong way. You can prove lackluster productivity by setting a job standard through a job description and written expectations.

Plainly state what behaviors you are reprimanding. The risk - low, medium or high - tells you how to handle the termination and save the small company a fortune in legal fees and jury awards. So, if you do need to sack one of these personnel you should avoid being on the losing side of an unfair layoff case. You or your boss should have the right legal documents in place before you begin dismissal processes. They will aid you handle problems, communicate with the jobholder and serve as important legal papers. Therefore, you have a medium-risk separation on your hands when you document well, and you'll have to pay extra severance in exchange for her release. You will need it if the jobholder files a litigation or grievance for a improper separation.