Like bad performance, don't layoff a worker right away for minor misbehavior. Employees are laid off for many reasons. Remove the worker from department charts. If you separate both, you would get a illegal layoff claim for sexual harassment from both women. After reading the notice and dealing with any negative emotions, you must ask for questions.

Her attorney tells you the "real" reason you laid off her is because the firm expected her to sleep with the CEO or the VP of manufacturing to keep her job. If you keep a disgruntled individual on the payroll too long, it will hurt both the working environment and your profits. This makes it hard to discover exactly who is causing the problem, which is exactly what a difficult individual needs. Because insubordination isn't always as it seems, I recommend you place the problem employee on a 3-day investigatory leave to gather the facts. If it gets to court, the judge frequently favors the worker. This procedure should include your dismissal letter which gives plenty of proof to support a case for layoff. This will justify your actions and create an undisputable basis, as well as provide the employee with a way to get his act together for future jobs. 3) You advise the employee of his right to consult his legal counsellor before signing. As you're reviewing his personnel file, the young manager walks into your office and tells you he has AIDS. Obviously spell out the consequences if they continue down their current path. By fixing the problem the first time, your problem worker's behavior may increase.