For previous incidents, you informally counseled and coached the difficult individual on how to improve. And, you should document this by asking the worker to send you a memo agreeing to take the lesser position. For example, if an employee punches you in the face, you might assume this is a clear case of overwhelming misbehavior. Anyone in a canceled job is on the "hit list." You must consider individuals on this list for the newly created jobs. If the employee is eligible for a benefits package or if your business is stopping benefits, you should include this in your employee layoff letter. After writing your worker termination notification, you should then sit down with the jobholder and discuss the memorandum and any steps the jobholder should take to complete the firing. In addition, you must draft a worker separation notice and conduct an exit interview. As a rule of thumb, if the lay off or dismissing was for some reason other than willful misbehavior, the employee will be eligible. A termination should not be harsh, unjust or unreasonable to be a fair dismissal.

As you and the jobholder present your documentation, the hearing officer enters it into the record. As other workers see the difficult employee "getting away" with being problem, they become more inclined to behave in that manner as well. Acting quickly is especially important when dealing with problem employees. It is always best to leave a sacked employee with their dignity. Get a lawyer involved if you face something similar. Besides having a chance to make clear of matter, the boss should allow the accused employee to have a person to support him or her at the meetings. I hope you now see that terminating a difficult employee while not "fun" is the only recourse you have when you want to increase results and esprit de corps.