To be successful in managing bad employees, the manager must try to understand the dynamics working on the worker at the time. The previous five chapters (6 through 10) have focused on firing a single worker. The only way to deal with a problem worker effectively is to let them know right away there are consequences to their actions.

o The separated employee needs revenge on his former supervisors and business. o What were the employee's excuses for the behavior? Our offer of extra severance benefits expires on [Usually 3 weeks from date of memorandum.] To get these extra benefits, please sign and return the agreement to me by this date. o Is the evidence enough to justify a layoff? The act compels you to let an employee and his or her family to take part in your business sponsored health plan for a minimum of 18 months after his or her layoff. With a high risk lay off, the jobholder is likely to sue and you have little papers to defend yourself. Myth Three: My company has fallen off lately and my employee overhead is killing me. Whether you own a small company or are in a management position at a large corporation, you must know how to write-up a jobholder. You do not want to stray and give the laid off employee any legal footing. Remind yourself, and your workers, that this is not personal. While a layoff is always a regrettable and naturally emotional, it is far better to give everyone a day or so to cool off before beginning the layoff. People, like shoes, come in all sorts of styles, shapes and colors.