o If the worker gets a productivity review during this time, include the documented incidents and the corrective action from escalating discipline. This is all the evidence you need to dismiss right away. Second, as we discussed in Chapters 2 and 3, a laid off employee will often sue you even when sacked for legitimate reasons. o A reference letter from you or from the worker's manager. So, if the employee refuses a valid job offer, he's ineligible for future unemployment compensation. What leads up to employment termination can vary from company to business and scenario to scenario. When you dismiss for bad reasons, you'll probably be in court or settling for an absurdly big amount with the problem individual. You'll interview eyewitnesses and gather documents to either prove or disprove the gross misconduct.

You must give copies of all written warnings to proper heads of department, management, and undoubtedly the jobholder. o Eligible to accept work in the United States (that is, the employee must have a green card if not a citizen). This is one of the hardest steps for employers to take in dealing with a disgruntled worker. o Inform the jobholder you're her contact individual for any more questions. Motivate workers to improve cooperation and teamwork. Note about the letter: Don't worry too much about the phrase encouraging the jobholder to see her legal adviser. When you have information that can guide you through the process, pointing out correct ways to reprimand and correct layoff methods, this will help in protecting your company. You'll be paid for two weeks following the effective date of dismissal instead of working through the customary two-week notice period.