Sometimes a worker becomes a liability the company can't afford to support. Never try to layoff a worker "on the fly." You are opening yourself up to legal issues and giving the jobholder ammunition to argue about his or her layoff. o The higher the lay off risk, the higher the chance your business could go bankrupt, or, for larger companies, your profits will drop dramatically. Make sure you have solid evidence when separating a person's employment. The court will rule his complaint isn't with you but with the other workforce. Normally, you can find a legitimate reason to lay off a problem employee.

The jobholder layoff form can be a strong line of defense if you become involved in lawsuit about separating a jobholder. The dismissal notice itself is a legal document. You put the disgruntled employee on notice his job is in jeopardy. When your lay off is medium or high-risk, you must offer something more than your standard package. Veteran managers know that you'll eventually have to layoff a worker. o A press release explaining what's going on at your business. You did an investigation for gross misconduct (sexual harassment) according to the methods in Chapter 7. Most juries find it insensitive to lay off a worker while she's away on family leave, medical leave and disability. When the employee has exhausted his 3 chances, you can lay off him for terrible performance.