While dismissing an employee is always difficult, it is a necessary part of any supervisor's job. Once she had enough evidence, Melanie fired her incompetent worker. She said you rated her below directives because you showed favoritism to the "younger women with short skirts." You knew this to be untrue, and Hr did an examination showing you weren't the problem. Certainly, the employee will infer the "fit" problem is a pretext for an improper reason. The dismissal of employees is also difficult for the jobholder in question. o Step 7: Draft the separation contract and release. This includes writing a worker firing letter. The purpose of explaining the effect of the jobholder's bad behavior on you and others is to show you based the warning on solid company reasons.

You're guaranteed some litigation for age bias. You don't want to blame the high-risk employee for terrible productivity or misbehavior. While at [Your small company], [Employee First Name] carried out several projects and assignments. Whatever basis you choose, it must be nondiscriminatory and not based on any improper reasons (See Chapter 2). To help you gauge the time, each termination meeting will take about a half hour. Sometimes personnel either can't master the necessary skills or simply refuse to do so. o Refusing to commit an illegal act at the employer's request.