When you give a problem individual a choice of resigning or you sacking him, you are not giving him a real choice. The reasons for this layoff are as follows: (You should include your specific evidence here. Progressive discipline starts with a triggering event.

You get the bad individual out of the building with little disruption, and you don't have to worry about a half-million dollar litigation. These are just a few of the questions that could make matters easier when it comes time to fire an employee. This law protects the employee's job for up to 12 weeks of unpaid leave. Unless the action is an extreme offense that calls for immediate termination, you will need to build an important case when it comes to terminating employees for misconduct. You'll either see the overwhelming misbehavior firsthand or, more probably, you'll hear about it from a worried worker. o Have you thoroughly recorded the jobholder's productivity problems and minor misconduct? Many business owners don't layoff a problem worker because they fear a law suit or other litigation. Through documentation, the disgruntled individual will know you're building a case on him and circumstances have gotten more serious. Escalating discipline is the primary method of recording bad performance and minor misconduct. This includes documentation of any warnings the supervisor has placed in the jobholder's file in the past, which contributed to the termination decision. We need our personnel to listen and respond, without the entitlement disposition or indifference. There are many different reasons you might need to terminate a worker.