When you separate a worker for other reasons, you must use progressive discipline. You have the right to fire someone whose work performance is unsatisfactory. Your file should include financial information and upper management directives. Wouldn't it be best if it was just over? You should fight the claim if the employee resigns from the firm. You should have your signature block and be sure to sign and date the notification. When the older employees find out about the new hires, you must expect a class action litigation for age bias. Sensing what's about to come, the worker will often start small talk to delay the unavoidable. These costs could include performance inefficiencies, poor employee esprit de corps or the emotional toll of the bad employee's behavior.

Similarly, extreme disciplinary action for a minor infraction can lead to a drop in employee morale and cause a fall in performance. Whatever basis you choose, it must be nondiscriminatory and not based on any improper reasons (See Chapter 2). Most will have seen the laid off employee pack-up and have heard her side of the story. o It lets emotions cool down so everyone including you, the accused employee, the accuser and the witnesses can give an objective account of what happened. Never depend on the formal definition of this law to protect you from a illegal termination suit. To protect firm productivity, you must fire bad employees as quickly as possible. o Urging other workers to upgrade conditions at the worksite.