Some laws cover unionized employees, as well as specific treatment of military reserve workers and even immigrants. You should inform everyone you and the management team take sole responsibility for the company's decline and the lay offs. You must offer to hire the separated worker back immediately. Question: What if you, or a subordinate, dismiss a problem worker without following proper procedures?

Unfortunately, these are the employees you're most desperate to dismiss. Undoubtedly if the employee gets a new full-time job, he's right away ineligible. o Sounds like an attorney-at-law by using legal terms about employment when she speaks with you. n any workplace, despite the number of employees, there are instances of worker misconduct. So, if you sacked the employee for misbehavior, you can legitimately fight the claim. o No mention of unlawful reasoning. This process gives you time to build your case and shows you gave the executive several chances to improve before lay off. These are all part of the jobholder dismissal notice program. Please don't use 'downsizing' as an excuse for sacking bad employees, or creating a culture change in the organization by replacing old employees with new ones. Since Personnel usually screens applicants, they'll be defensive about your suspicions and may even cover up any fraud. The administrator will ask the jobholder his version of why you fired him.