Employer's guide to handling difficult employees

January 24, 2009

Second, make sure no (Office Gossip) manager fires a jobholder

Handling difficult employees? Here's what you must do before they destroy your business.

Second, make sure no manager fires a jobholder without giving a reason. Since sacking an employee requires following several key steps, your firing workforce manual should thoroughly cover each one. You can do this through escalating discipline, which will aid you upgrade the employee's performance if this is at all possible.

When writing about the reason for the jobholder's termination, include specific details and examples of incidents which have led to this separation; see more about this in the next section. This gives the lay off supervisor some correct wording to use. The dismissal of personnel is also difficult for the employee in question. They will help you handle problems, communicate with the employee and serve as important legal evidence. Now and then, a jobholder will refuse to sign this evidence. o All of your former employees will land on their feet, and for the most part get better jobs than they had previously. When we see or hear of gross misconduct, we may want to lay off the employee immediately. You must amend the severance agreement with any changes and get it back to the jobholder right away for his signature. You must begin by drafting a lay off memorandum. With a low risk separation, the jobholder is unlikely to sue and you have documentation justifying the firing for a legitimate reason. These steps will make the firing go smoothly for you, the firm and the bad individual. The next chapter talks about escalating discipline.

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Handling difficult employees? Here's what you must do before they destroy your business.

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