In Chapters 2 and 3, you get a listing of rationale for terminating or laying off an employee. Once you identify a insubordinate worker, your first step is to counsel the difficult employee. If your lay off isn't low or high risk, then it must be medium risk. Can an Insubordinate be a Valuable Employee? In this case, you'll want to present the jobholder's resignation notice as proof. Writing this letter is not a pleasant task but it is important to do it with proper care and attention.

If you don't have time to do the coaching. In most lay offs, the risk is low because you have satisfactory documentation why the layoff is occurring and most fired workers are unlikely to sue. In other words, do whatever you can to change the difficult individual's annoying habits or fire the employee outright. Employee Rights in Layoff: Know What They Are Before You Separate. Most small company owners assume that an employee leaves because they are moving to a bigger firm with advancement opportunities, or because they have found a better paying job. It shows you tried multiple times to correct the jobholder's behavior. Furthermore, if the reason for dismissing the worker had anything to do with criminal activity or blatant immoral behavior in the workplace, that can easily be detailed as justifiable rationale for the lay off. If you're unsure of the contractual standards on missed days or dismissal, you must consult the firm's legal expert on work related layoff laws. Don't back down from your decision, and use the dismissal letter to guide you through the exit interview process.