Describe the Event that Led to the firing. Even if you only suspend the employee, it is essential the jobholder receive a psychological evaluation before returning to work to ensure competence. In a department meeting, she overheard you say you didn't think alcoholics were productive, and she took down notes. Untrained workforce will fail to produce acceptable results.

Frankly, with a high-risk lay off, you don't have to inform the "real" wrongful reason to the worker. If management normally accepts this language or even uses it sometimes, they cannot consider the employee insubordinate. If the problem is on the account of personal family difficulties, you might advise the employee to seek outside counseling and give them the opportunity to improve their work. For every act of insubordination, you must document the incident and discuss it with the employee. In my experience, you'll see productivity higher than before the downsizing within 2 to 3 months after everyone finally accepts the change and starts to work within the new team environment. Be up-front, take responsibility and allow your workforce some time to grieve only then can you move forward to full company recovery. I'm going to assume you have an employee who always hurts herself and goes on worker's comp just as you're about to lay her off. Chapter 4 of the Employee termination guidebook covers TREPS in detail. A less severe form is a "layoff", which means the layoff is on the account of corporate restructuring or external firm forces. Sacking an employee is never an easy process either for you or the worker, but at times you will have no choice. Having a Dismissal Memorandum Sample Can Help During Difficult Separation Period.