So you must deal with the problem employee right away and professionally. o Does the documentation show clearly this layoff isn't retaliation for whistle-blowing, a harassment complaint or filing of an employment action? Your dismissal notice should briefly summarize the detailed documentation you collected while trying to reform this worker. There is always the possibility the worker does not know that their skills are lacking.

Now let me inform you more about what this Guidebook can do for you. Perhaps at one time business instructors covered this topic, but you should admit this is an unpopular, if not taboo, subject. Certainly, in a small "Mom-and-Pop" firm keeping the same demographics is almost impossible. Nevertheless, violence does happen, and in the unlikely event that it does, you should protect yourself. o Worker Polygraph Protection Act. Most workforce know when you're close to firing them. There are books and articles available to guide a supervisor through this sticky problem. o An employee's medical condition. You, as a manager, must know your employees. They will assist you handle problems, communicate with the employee and serve as important legal papers. Remember if you layoff suitably, you'll not surprise the employee.