o Could the employee believe you're sacking for an wrongful, stupid or "no" reason, even when it's not true? Since you have good papers of insubordination, this can be no higher than a medium risk dismissal. There are several reasons you may decide to dismiss a worker. She worked for me from [Starting Date] to [Lay off Date] as [Job Title]. Speak directly to your worker and make them understand they should change their behavior. The termination notification is an important part of the lay off program. You don't want to start escalating discipline and find out later your management doesn't agree or, worse yet, discover the disgruntled worker is politically "protected.". There are some exceptions to this rule (so check with a lawyer), but, in general, you can consider it gospel for any size company in any state.

You should consider this sample as a template with specific items. When you scan the list of illegal reasons in Chapter 2, you'll find every employee in the country is in at least one protected group. This has legal ramifications, whether the employee is away due to a childbirth, a back injury or a simple cold. The prevalence of litigation in our society means that many bad personnel will begin litigation claiming you have unfairly sacked them. On the other hand, employees hired under an "at will" stipulation are different. This makes a solid case for the dismissal, and any attorney will have a more difficult time finding a loophole in your firing procedure. o How could your boss increase?