Its goal is to "fix" the disgruntled individual. Be sure the problem you're having with the jobholder's work-related conduct or productivity. If the employee fails to improve as the result of escalating discipline, you will have built up enough of a case to fire the worker without risk of facing a law suit. An employer never hires a jobholder intending to separate them later. I know this program takes some time, but it's the only sure way to get rid of the "accident" prone worker. In this case, you must treat this as a high-risk separation to cut your costs (more about this in Chapter 4). Instead of attendance, the way to dismiss this lazy worker is through performance tracking. First, the jobholder has only a small back pay claim in any court trial, and no legal counsellor will want this small damages case. I base my overall approach to lay offs on compassion for the laid off worker.

I call this a negotiated separation. (When you are not the fired worker's boss, be sure you bring the boss as a witness.) If a jobholder costs you too much money, time and worry, then you are doing yourself a big favor in firing him. After the second warning, we discussed ways to assist you manage your time better to reach appointed milestones and due dates. Here are the key parts of the letter: In Chapter 8, I give you a 17-step preparation process.