o Decision: You should begin a full-blown probe. You must explain the problem and how you expect the worker to fix it. Remember in Chapter 8 you should've determined your upper limit for the severance negotiations. Nevertheless, if you feel that none of these are working and the only solution is termination of the involved worker, terminate the jobholder before he or she further harms your department. See Tool #4 in the employee Layoff Toolkit for a separation settlement template you can use. Unfortunately, there will always be some workforce who simply have a bad attitude about work. Most employers don't know how unemployment works and they stumble over the answer. While managers may need to know the general process for firing a subordinate, they don't need the details of every type of lay off. Terminating executive level employees is a difficult decision to make and it calls for some tough actions. Once you have fulfilled these guidelines and the jobholder still refuses to change their work habits, proceeding with separation is the only outlet, whether a contract exists or not. Probably, you'll digress from this agenda to adapt to the worker's emotional state.

Undoubtedly, the severity of your reaction or the reformatory action you take should be in line with the seriousness of the crime. You may need to find out how to lay off personnel protected by Federal and State laws. Therefore this example is a high risk separation and you must do a negotiated termination with him. With a high-risk dismissal, you don't fire the employee, but he resigns in return for a big severance package.