If your risk level is too high, you should compile enough documentation before terminating. If this is the situation, counsel the jobholder and offer them training. Likely, the worker will ask for an extended date, and this often is the first point of negotiation. First, the employee wants to take legal action but you have a good chance an attorney won't take his case or the jury will rule in your favor. Also state a deadline in the notice for the jobholder to achieve the desired behavior. In many ways, dimissing a high level employee is no different from firing any other worker. And they'll react the same way as a regular worker to dismissing for "no reason." Even if your employee handbook or collective bargaining agreement says you can dismiss a probationary worker for any reason, be sure an opportunistic legal adviser will take her case. If you have a difficult individual, you must always give a verbal notification for the first offense , followed by disciplinary action or counseling, before you consider termination of the employee. When creating the jobholder layoff letter and conducting the layoff meeting, you should adhere to strict standards. Arm yourself with policy or existing rules, and remind the worker of them, with a punishment.

If the problem worker is conscientious but incapable of doing the job, then your offer of a position with lesser responsibilities may come as a relief to him. As you reread it, you must realize anything you put in the worker's workers file could be public. Workers want to know why you're sacking them and juries agree the personnel have a right to know. And, after careful thought, you've decided there is no hope of rehabilitating this person. Causing Other Workers to Become Bad On the account of a Difficult employee. But by taking a few precautions, following process and recording the method, you can deal with the problem efficiently and effectively while avoiding future lawsuits.