In both of these examples, the illegal lay off claims are obviously bogus. Failure to Handle the Difficult individual Affects Your Ability to Manage. Dear Andrew, I am writing to tell you that on August 7th, 2006, I am separating your employment here at the Traveling Poetry Bag Shop. This is the generic opening line and it should work fine for you. Examples of insubordination include gross gross misconduct, hitting a supervisor or falsifying records. In approaching separation, you must use progressive discipline. (Likely, her boss told her about the exit interview in the firing memorandum and meeting.) You must make the call the day before the meeting, if possible. It only reflects my most positive experiences with you at [Your small company]. Regardless, your employee separation agreement will include the rights and responsibilities of both the employee and the company.

I don't think this is necessary when you obviously state you'll layoff for the next infraction. It'll prove you discriminated and wrongfully terminated the employee because he had a disability, alcoholism. Behaviors like this only add to the manager's right to layoff the jobholder. By preparing, you can significantly reduce your stress and make sure you're treating the sacked workers as compassionately as possible. Before you decide to swing the proverbial ax and let a difficult employee go, you must have valid and legal reasons for doing so. Give the jobholder his final paycheck and standard severance check and say thank you for his contributions to the company. As a result, you won't have just one problem worker - you'll have an entire firm filled with them. If you have even one problem individual, you will find that your production decreases.