o Step 3: Get an independent review of the firing decision. Unfortunately, those employees who make the employer's life the most difficult are more probably to seek legal damages. This gets rid of unfair treatment from one worker to the next and creates continuity when dimissing a worker. o Works alone and never involves others when necessary. Most employees respond well to a boss respectfully correcting a performance problem before it gets worse. This makes the use of such documentation fair and nonjudgmental. The information shared in an exit interview can be as important as the comments you receive from your customers — even if these comments are from a separated employee. o Put all the worker's take home materials (dismissal notification, separation contract, COBRA notice, final paycheck and severance check) into a folder for easy access. Whatever the reason for her poor behavior, your gut reaction will likely be to clean house and lay off the difficult individual right away. Now and then, an employee will refuse to sign this papers. o The productivity problem is minor or the misconduct is unintentional.

The federal version of COBRA only applies to private employers with group health plans and 20 or more workers. Your first step is a thorough review of company policies including handbooks and any employment offer notifications that you gave the worker. This is similar to the problem we've for sacking for "bad attitude.". Question: What if you, or a subordinate, separate a insubordinate worker without following proper methods? Or, you can mail it to him at his request.