This is much like the negotiated termination we reviewed in Chapter 4 except you don't pay a severance and you don't get a release. They will know the proper procedures to follow in such cases. Most workforce (and many employers) don't know this misconduct exception. o How should ABC Business and your department improve?

You should make sure your worker obviously understands the rationale for the separation. This will give you satisfactory evidence to show the worker knew the guidelines, and you tried to rehabilitate her. Sacking Executive Level Workers and Benefiting from It. Telling Workers about the lay off. Since an difficult individual thinks he or she makes the rules, you will discover the jobholder will also decide when he or she wants to work and will set his or her own work pace. Your workers will probably have a mixture of feelings about the dismissal of the high level employee. While you clearly can't discuss the rationale for the dismissal with your other employees, you should call them together in a meeting and make clear the high level worker will no longer be working for the company. When you develop strong guidelines for employment termination, it makes this process much easier. When you are working with the legal adviser, it helps if you have a clear idea of what you want to include in the discontinuance package. You'll likely need at least one more meeting after you've checked with your management and he has checked with his legal defender. You have the right to fire someone whose work productivity is unsatisfactory.