As an employer, you should conduct employee investigations before dismissal proceedings can begin. 5) Then working together, you must adjust the plan to meet the jobholder's need for improvement. And every court in the land recognizes the right of employers to separate for firm wants. (By the way, these types of personnel give you plenty of opportunities.) After you have given her 3 chances to upgrade her behavior, you'll have no choice but to fire her. Based on this chapter, you may feel you know exactly what you must do next. Again use escalating discipline to create satisfactory documentation and prove you gave the sick and disabled worker chances to improve performance.

For you, the boss, it means happier and more productive employees. Legal watch-out #1: Avoid saying anything in the meeting the worker might construe as illegal discrimination. Too often, however, employers mistake rehabilitative action as disciplinary counseling. If you feel the fired employee is going out of bounds, you should inform her so. Don't wait for the jobholder's next scheduled performance review. Studies show that embezzlers are mostly long-term personnel who don't begin with their crime until they have been with a company for several years. By tolerating insubordination, you are sending a message to your workforce that they do not have to respect your authority in the workplace. And the burden is on you, the employer to prove it is not true. Experiencing Legal Problems On the account of a Insubordinate individual. (Don't dismiss everyone in a group meeting because this is an undignified way of dimissing employees and can lead to lawsuits.)