Also, you must use this meeting to tie up loose ends. (Even if the employee's attorney presents new substantiation to show you were wrong.) You don't have to "prove beyond a reasonable doubt." You only need to show a reasonable person would come up with the same conclusion. As with all workers, your dimissing disabled worker policy should also include discussing the issue with the jobholder. Some of the grounds for job termination are circumstantial.

For most owners and managers, dealing with any form of gross misconduct is a rough road. During the inquest, you give him at least 2 chances to explain himself. While this may seem harsh, the employee's lay off is usually best for you and the small company. The act of taking an employee aside and criticizing them can be stressful and sometimes backfire. 1) The cost of a big out-of-court-settlement, jury trial and time with legal advisers is less than the cost of keeping the disgruntled worker on board, and. It could ruin her entire firm and damage her business' creditability in the community. When the company does not provide a rehabilitative program, you can require them to seek outside help. However, when these fail, realize you may have to lay off the worker involved. If called on to dismiss an executive level employee, a human resource person should view it as a challenge, but also as an opportunity. However, based on her allegations of sexual discrimination and her rebuttal, she's probably to take legal action. Also give any steps you have taken to rehabilitate the jobholder before dismissal.