In other words, do whatever you can to change the disgruntled employee's annoying habits or dismiss the jobholder outright. And, at times, you can't find the fraud, or the jobholder never screws up enough to layoff. In a fit of rage, you lay off the jobholder on the spot. If the employee files a unlawful separation suit, you need another supervisor to verify what you said and did in the meeting. But, you have many other choices which may cost you and the company less money, less disruption and less worry. If you don't know how to use escalating discipline or how to write a proper lay off notification, you need a copy of my book, "Employee termination guidebook." You can get it at my website: It also can reveal the types of future workforce who will fit well into your workplace. Alternatively, buy a book that provides specific samples of an agreement and information about how to alter the samples appropriately to fit your specific needs. Finally, you must ask for approval to terminate. A personnel person does not want to get into the dismissal, explaining to the executive level employee that they have been let go, and have them gaff. If the bad employee is conscientious but incapable of doing the job, then your offer of a position with lesser responsibilities may come as a relief to him. Also, if the misconduct or terrible productivity occurs occasionally, don't use escalating discipline.

2) The worker, your management and a jury won't find your early evaluation of the worker's productivity believable. At this point, you must draft a worker firing letter that explains the reason for the termination and the rights and responsibilities of the worker and of the small company. But passive disobedience is more subtle and difficult to identify.