You must think through all the other items in the list and then process it through your gut. You should decide a course of action for the "hardest" part of your job - separating an employee. o The worker has received regular merit pay increases. You must be honest in your assessment.

Not only is this troubling, but fact that you need to layoff personnel mostly indicates that the company is not performing up to directives. WHAT IF The worker Changes His Mind About Resigning? Unfortunately, there are times when you should go about separating a disabled worker for reasons other than their disability. Tool #2: Employee Warning Form To Document Poor performance And Misbehavior. o Has the supervisor explored all possible mitigating causes? This can be as simple as including the jobholder's written and verbal warnings. The next section gives a method for writing a warning and conducting a discipline meeting. Verbal notice: "You're now being place on notice that [bad behavior] is unacceptable in our organization and firm. When communicating with people outside your organization, you must give them a new contact person to replace the dismissed worker. o Job loss due to lack of work. o From talking to the accuser and the accused employee, is it probably the worker had gross misconduct?