Even if you only suspend the employee, it is essential the worker receive a psychological evaluation before returning to work to ensure competence. Is the termination justified given the jobholder's tenure with firm, past performance history and recent evidence of productivity problems? If the contract states the jobholder's problems warrant dismissal, then you must carefully craft a separation letter to highlight this portion of the contract. Even if he or she is the worst employee imaginable, you will still find yourself reluctant to sack that jobholder. After layoff, a Hr professional for the most part becomes the ex-worker's advocate and the primary contact to the company. After failing to achieve the expected results, you terminate the executive. First, the supervisor or the management should allow the worker a chance to make clear her or his behavior. By following the processes in this book, you cover all bases. Here's an example of a low-risk dismissal. If you don't follow these laws, you'll be liable. Here's a review on handling terminations based on risk level.

A progressive remedial program is always best when possible. After reviewing his personnel file, you're astonished his previous manager has rated him "above average" on his work reviews over the past 4 years. But when the bad employee listed a false employer, then you can separate immediately. In any of these cases, sacking an employee with tact and grace is important to your stress level. For example, you can't sack someone on the account of her race, religion, sex, age and so on.