As you write the warnings, you need to show her job productivity doesn't meet your directives and doesn't fulfill her job requirements. (Seldom will you get more questions. Also, the worker may have legitimate questions about the discontinuance package and the separation contract, which he couldn't think of during the stressful dismissal meeting. By default, if a separation is neither low risk nor high risk, then it should be medium-risk. Some of the grounds for employment termination are circumstantial.

However, regardless of the outcome you must document the incident in your own employees files so you can reference if it reoccurs. But if the worker is a litigious type, she or her lawyer will call you and want to negotiate. If you feel the employee is sincere, and their behavior is correctable, then you should decide on steps to improve and motivate them. If a business wants to refocus on its core company, it may want to drop a whole company segment. Not only must you document the problems you have had with the jobholder, but you also should prove that you effectively communicated your expectations to them. If the supervisor has a standing policy saying this action results in termination, then the manager has the right to sack. A low risk layoff is one where the jobholder is unlikely to sue, and you have appropriately documented a lawful reason for dismissing. In addition, they will provide a standard on what information to include in the layoff notification you supply to your workers. For example, a severance package will reduce the sting of dismissal, separating on Friday will reduce the humiliation, and having a witness in the meeting gives you extra physical protection. Go ahead and negotiate in good faith, and you'll soon have this disgruntled individual out of the building. You are the final say in the company, so finding help may require being more creative.