FROM THE WEB: RELATED INFORMATION: Remember this rule, "if it's not written down, it didn't happen." So without written substantiation, the hearing officer won't believe your side of the story. Therefore, you're just as exposed to a unlawful termination suit as when you fired the guy straight away . o Why you shouldn't fight a claim with one important exception. Terrible performance is as simple as it sounds. Question: I've several workers to sack.

My reading of other employee separation books over the years has been frustrating. o Could the employee believe you're dimissing for an illegal, stupid or "no" reason, even when it's not true? Without the proof documentation provides, you will have a difficult time doing this. Certainly depending on the circumstances, you may eventually have to terminate the employee if their illness becomes a permanent condition that will not allow them to return to work. There are plenty of stupid and improper reasons that you want to avoid such as dismissing someone because he's left-handed (stupid) or because he's old (wrongful). Once you decide this is a low-risk layoff, you dismiss immediately and give your guideline discontinuance package to the jobholder. The notification must explain you are ending this individual's employment and give the effective date. Your separating process will make the program go more smoothly for the terminated employee, coworkers, and the firm as a whole. You're a new organization supervisor (or a new entrepreneur,) and you notice a 52-year old worker isn't pulling his weight and is a loud mouth. You must fight the claim if the jobholder resigns from the company. When we see or hear of gross misconduct, we may want to separate the worker immediately.