As you may recall from Chapter 4, a high-risk dismissal is one where the employee will sue for illegal layoff (if you sack him) and he'll win in a court trial. First, an employee's improper dismissal case will hinge on your fairness with him. I encourage you to review it with your legal adviser because you're giving up some legal rights. Insubordination problems at work lead to lower productivity and workplace group spirit.

Bring the person into your office for a one-on-one discussion of their recent work and the problems with that work. First, it is important to understand that under no circumstances should you must approach a layoff when you or the employee are too emotional to continue rationally. Either get them on the phone for a brief chat or hold another confidential meeting. In some organizations, lateral movement of employees can be a solution to turn a difficult worker into a productive, good employee. Besides the emotional stress of dimissing employees, you must be wary of lawsuits. Don't Allow Gross misconduct Problems at Work to Remain Unanswered. 6) How To separate The Frequently Absent And Tardy Worker. This means that you should also document all training you have provided to the jobholder as well as all meetings you have had with her or him. Attached: (Because of the severity of the circumstance, you should attach a copy of the evidence showing the worker's theft or misuse of company property.) If the disgruntled individual is conscientious but incapable of doing the job, then your offer of a position with lesser responsibilities may come as a relief to him. If he doesn't improve after 3 warnings, you can legitimately lay off him.