I advise that you don't use a heavy-handed sales approach, but stress the fairness of the package and how much the jobholder will lose if he doesn't sign. Everyone desires to understand what behaviors violate business policy at the outset. Finally, you don't have to be 100% correct for your evidence to hold up in court. 3) Inform the jobholder you're laying him or her off. ANSWER TO PART B: "Yes." You have adequate evidence with your written warnings about her productivity problems, and you have given her 4 chances to upgrade including training. If you had the foresight to have a clearly written business policy handbook read and initialed by every worker, the process becomes a simple matter of following firm policy to the letter.

If the employee is in violation of any of the infractions that result in dismissal, you're dealing with termination for cause. And, sometimes, you can't find the fraud, or the jobholder never screws up enough to layoff. Just stick with the detailed facts, cover only job performance (not, off-duty conduct) and disclose anything negative which the potential employer "wants to know.". It is an important part of the overall lay off program. And, you'll hand over her final pay and severance checks if they weren't ready at the dismissal meeting. If you have an difficult employee, you must address the problem and deal with it swiftly. It is never a pleasant company to terminate employees. By tolerating insubordination, you are sending a message to your workers that they don't have to respect your authority in the workplace. And, before he or she knows it, some opportunistic legal adviser is calling them on the phone asking for a $100,000 (or more) settlement for the "wronged" employee. A jobholder-employer stalemate of this kind can only make it worse and the manager must address this right away.