o Is it likely the jobholder will take lawsuit against you and your business? You have 30 days from this warning date to upgrade your productivity and meet these expectations. Your next step is to consider what the insubordinate individual has told you and decide whether the circumstances need a warning. You should begin by drafting a dismissal notice. Your worker write ups will protect you if the employee files a improper layoff suit. Unquestionably, in a small "Mom-and-Pop" company keeping the same demographics is almost impossible.

Your warnings will "memorialize" the incident, make clear how the employee should upgrade and inform her that her job is in jeopardy. Then when a separation happens, make sure the lay off manager has the support of a representative from Personnel. To qualify for these extra severance benefits, you agree to release unconditionally ABC Firm and its representatives from liability for ANY claims arising from your employment including this lay off. Stay away from these wrongful reasons as you build your case against a bad individual. This is why I developed my Layoff Risk Estimate & Protection System(tm) to show clients how to sack personnel with different risk profiles. o Corroborators to the incident triggering the dismissal. These may include a lay off hearing. Dimissing a worker During the Business Reorganization. When you dismiss someone from a "protected group," have records showing you didn't treat this worker differently than those from non-protected groups (that's white males under 40).