With your documentation, most legal counsellors know their clients' cases are weak. You should to prove your point, proceed with the firing and then go about company as usual. Make sure there are plans to handle fired employees if they get violent in the firing meeting, if they decide to charge the executive suite or if they leave the building and decide to return. To discipline a jobholder properly, you must follow a process that gives this person chances to fix her or his behavior. Run the report "up the flagpole" through your management chain and Human resources before giving it to the worker. Your worker has the right to remain on your insurance for up to 18 months after termination, but he or she will have to pay the business-paid portion of the insurance.

Often this is all the motivation a worker desires to upgrade. Well-written sample termination letters will give the sacked worker plenty of useful information, including why you are firing him or her. Now and then it is easiest to wait out the contract and then not to resign it. Typically the employee's legal counsellor will ask for a positive cover story during settlement talks for a negotiated lay off (high-risk). Once you have the evidence you must take action, don't hesitate. The exception to all this is if she has insubordination and then you can sack her immediately. To do this, you should follow the method in Chapter 4. You can use a well written notification of layoff to assist you deal with all problems, legal and otherwise that arise from separating a jobholder. The business can use this evidence if the employee files a suit.