If the bad worker is always late to work or with her assignments, then get her some formal time management training. *Did the jobholder have a clear understanding of what your expected of her or him while employed? When you have given multiple warnings to a jobholder for the same problem, it may be time for the company to cut ties with this person. Besides, you'll decrease the chance of a potential law suit from the workers. It might sound like a recipe for bad karma, but you must make or find yourself a satisfactory layoff memorandum sample.

If, however, you terminated him for repeated minor misconduct or for insubordination, then the ex-worker isn't eligible. If he doesn't upgrade in a few months and after 3 warnings, you can terminate him. Before bringing in the worker to your office, jot down a few notes to think about why you should layoff the jobholder. Although this is common sense, many other so-called "experts" advocate a "one-size-fits-all" approach to separations. For example, when you separated him for a performance problem or laid him off as a cost cutting move, the commission always favors the fired employee. Just because an employee makes a rude remark to a supervisor or owner does not necessarily warrant immediately separation from the firm. Remember when discussing the situation with an employee to continue to reiterate why it is important that they don't behave in this way. For example, we can't say "resign or be fired." When we give ultimatums like this or make life unbearable for the high-risk worker, the worker can still sue us for wrongful dismissal when he resigns. Also, if the misbehavior or poor performance occurs occasionally, don't use escalating discipline. You should motivate your problem employees so their work productivity improves. However if the employee has access to computer network administrator accounts, company financial accounts or other easy ways to do damage, you may want to consider this option.