o A reference notice from you or from the employee's supervisor. Whether the manager should use escalating discipline such as warnings or notices of reprimand or should lay off the worker, depends on how the jobholder misbehavior occurs. Use the Objective Writing Style you learned in Chapter 6. You should always preserve a professional voice, and one that is dispassionate without sounding too distant and cold. Their file should list out their repeat transgressions with dates and the remedial action the employer had to take. Therefore, it is important for you to either get a difficult worker in shape or to layoff her or him before it leads to more problems. Therefore, if the worker can find any way to sue you for improper layoff, he'll do it just to even the score. Once you have adequately prepared for the firing meeting, you should schedule the meeting. Principles associated with misbehavior. The longer you put off the procedure, the more time the employee has to go into the defense mode.

This gives you legal proof the employee knew why you were letting him or her go. The bad employee often might have a story to go with their smart mouth or outlook. Unfortunately, you shouldn't say, "It's not working out," and then walk the fired employee to door and hand-over a final paycheck. o The terminated worker thinks he's better than he is and can't believe he caused his own separation. o The worker isn't the type to sue, but you have poor papers.