ANSWER TO PART B: "Yes." You have adequate evidence with your written warnings about her productivity problems, and you have given her 4 chances to increase including training. If you manage a firm of any size, you shouldn't fire someone for an improper reason whenever possible. Lay offs may also signal more serious problems at the company. Also, you may want an Personnel supervisor or an attorney to review it. If you decide to separate for off-duty conduct, this is a high risk layoff. An Older Jobholder Who's Unaffordable. In a recent Cornell University study, researchers found that how the business sacked the jobholder was a major factor in any resulting law suit. Estimate your risk of a suit with each person on the "hit list.". However, it is important to remain objective and allow the jobholder at least half an hour of your time to discuss their rationale for leaving and how you can increase as an employer. It is important to remember a court can use this memorandum as legal proof in the future, so it is important to draft a copy and have someone else in the human resource department review it. If you have questions about the hearing processes, you should ask the hearing officer and he'll be happy to answer them. Here is one sample letter you might use when separating a jobholder for poor work quality.

If you can answer "yes" to both Part A and to at least one question in Part B, you have a low risk layoff. If the manager has a standing policy saying this action results in dismissal, then the supervisor has the right to fire. Notice #3: "Low Risk" Layoff Letter - Layoff Due to Business Desires. Let me give you a thumbnail warning for bad disposition: