If theft occurs again, you should separate the jobholder right away. Finally, you give the jobholder several chances to offer his own performance improvement plan and to rebut your warnings. If you believe you're "laying off Joe," you might only read Chapter 11: "Process for Laying Off Employees." In this case, you would make a mistake following this process for firing Joe, and not following the proper procedures and choices given in Chapters 9 and 10 for firings. If your company's workers form a union, then this presents a whole new set of legalities to deal with when sacking workers. He or she can slow down production, cause other personnel to become poor-performing, be a safety hazard, or even cause legal troubles. In any workplace environment, it is important for both the supervisor and the employee to understand the employers rights. As an alternative, I wanted a practical program that gave me options and applied to any termination, so I didn't need to always call a high-priced lawyer. In this case, a litigation in your company's future is likely. For example, you could tell him his employment is ending in 2 weeks. (Unquestionably, you must document all this bad behavior when the meeting is over as it'll prove you were correct in sacking her.) Don't take it personally and don't react to her taunting. (Include date, time, place, eyewitnesses and how behavior has affected the manager, department and firm.) He is likely unhappy in his current position, and the lesser position is likely a better fit for his skills and career goals.

Also, it should contain any useful phone numbers and applicable policies applying to this separation. It may not be the contrite outlook you would wish; the worker may respond in anger. To do this, you will need to coin an at will employee separation notification that details the reason for lay off and the effective date of layoff.