Although we call this a oral warning, it's still done in writing. All Rick and Maria have to do is come up with a $250 court filing fee and hire a legal adviser on contingency. Have the worker sign the memorandum so there is a record that you did meet with the employee and presented the information recorded in the reprimand memorandum. First, the risk is medium when the employee is probably to sue, but you have good documentation showing a legitimate lay off. Armed with your evidence and your employee layoff later, you must then sit down with the jobholder and outline the reasons for the layoff. In today's society, you should follow a proven separation process to avoid lawsuits. If you treat them with dignity, the personnel staying behind and working with you will respect that and you'll not create any rifts in the workplace. And, your lay off memorandum will be a key document since it should make clear the specific reason for the dismissal.

Being fair means you'll dismiss them only for a legitimate reason and will inform them why. A private investigator will give you an independent opinion of what happened. Standards can assist you with all the details you must write a reprimand memorandum and what steps to take after that. However, this doesn't mean that you should meet all your worker's needs. In short, you should provide the specific reasons for dismissing the employee, their problem behaviors and dates these problems occurred. For example, if the jobholder produced poor quality work, the boss should have recorded worker counseling sessions or written warnings. Your plan of action should effectively alter your worker's behavior so their work performance improves.