FROM THE WEB: RELATED INFORMATION: *Finally, don't stand around arguing with problem employees. It'll prove you discriminated and wrongfully laid off the employee because he had a disability, alcoholism. Also, if the misbehavior or poor productivity occurs occasionally, don't use progressive discipline. If the worker changes his mind, you could lose the money and still face a suit! And, your legal fees will be at least $30,000. If your rules are legally sound, you can terminate personnel on the spot for employment misbehavior.

It's difficult to terminate anyone, but a good memorandum can ease the pain of a firing. Be sure to include the basic facts leading up to the lay off. First, I don't recommend the lay off manager as the exit interviewer. After the meeting has ended, remember to document a description of the meeting including the information provided to the worker and what he or she said. If the jobholder asks for a jobholder representative to be with him during the discipline meeting, you should give him time to get one. 2) You have discussed your situation with your attorney-at-law and have gotten his opinion. To ensure consistency and fairness, it should equally apply to all personnel. If you have even one bad employee, you will find that your production decreases. 2) Inconclusive evidence (You can't inform if there was wrongdoing or not.)