Chapters 8 and 9 will then expand this case study when discussing termination planning and meetings. For example, "you seem like you're starting to wear down" (age bias) or "Your morning sickness and resulting bad disposition is getting on my nerves" (pregnancy bias.) I hate to see you go." Otherwise, the sacked worker will see an opening and start asking for her job back or another chance. *Third, do a consistent "check in" with the disgruntled individual to be sure that you understand each other. Here are a few examples of how misbehavior and employee problems can adversely affect your business. No matter what steps you take, the program should begin as soon as possible. If you make this a compulsory transfer, the jobholder could quit, claim constructive discharge and still sue you for unlawful separation. The information you collect for the jobholder during this meeting will help you set the tone for the next actions in which you will take. For example, you might say the worker caused great problems with his or her outlook and then describe, in detail, how it affected the firm. If you learn how to sack someone the right way, you'll find the process goes smoothly and will rarely see backlash from problem ex-workers.

In this case, an exit interview policy will make it far easier for you to let go a worker that just isn't working out for you and the company. Gross misconduct is the one place you can summarily fire a worker without worry. (Remember the commission is partial to the worker, and at this stage it's his word against yours. If the off-duty conduct is harmful to job productivity or an embarrassment to the firm, you can sack for this. Giving notice allows the worker time to steal confidential information, stir-up the remaining employees and commit sabotage. As with the dishonest worker, an employee that pretends to not understand the job requirements is already trying to see how little he or she can get away with.