If the lack of attendance or tardiness continues, you may run out of warnings or disciplinary actions cited in the worker guidebook. How it is done affects the entire employees and the overall firm performance. Even if you are not the one who has suggested the termination, you may quickly have to create a dismissal letter that covers all points before security escorts the employee off company property. Saying or writing the wrong thing can easily lead to a bias law suit or a wrongful dismissal suit.

In many ways, sacking a high level employee is no different from dimissing any other employee. Instead, you negotiate the layoff and the worker resigns. Like the warning meetings, you should document the firing program and clearly explain the grounds for firing. Instead, you should use the techniques from this chapter and those in the next one to be appropriately compassionate in the lay off meeting. If you publish it for all to see, it ensures that you and your workforce are all on the same page when it comes to disciplinary procedures. Example: "Given that ABC Business wants to increase, what do you wish you could've done differently? Keeping your lay off form short shows the recipients you respect their time. Here's an example of a medium-risk dismissal. And, if you're dimissing for an improper reason, you'll at least know you're inviting a litigation. Don't wait for the employee's next scheduled productivity review. A pattern of this behavior includes workforce 'forgetting' things they've been asked to do or "not hearing" your expectations.