For example, you have 10 people in your organization and your employer tells you must make a 20% cut. (If theft is the case, continue here, as follows.) Because theft from the business is a severe offense, we also must take immediate action by contacting the local police department (or fraud organization if this is the case). If you don't know your risk, you should go back to Chapter 4 and follow the program for risk determination before continuing here. A brief set of notes will aid you be sure to "cover all the bases" when you call the employee in for the dismissal interview. But even during the worst times, remember nonproductive and difficult employees will destroy productivity. In this way, you will lower your risk of an unfavorable outcome should the matter ever go to court.

You can show that you gave the individual adequate warning. In other words, the way you sack the worker is much more important than the reason you dismiss him. Sacking a jobholder is a delicate task and your notification is an essential part of that difficult method. Employees who commit theft often think that they can outsmart the business and will be defensive immediately. * Have you warned the worker? Although the claims are bogus, you might still lose - remember, if your unlawful layoff suit goes to court, you'll likely lose 70% of the time, the national average. 2) How To sack A Difficult But Hardworking Employee. He should present this plan to you in a meeting the morning after the suspension. As you may know, a worker can only get unemployment when you separated him for bad performance or economic reasons.