Finding a reason to terminate the employee is the easy part, but you should be careful how you do it. For example, a discontinuance package will reduce the sting of dismissal, dismissing on Friday will reduce the humiliation, and having a witness in the meeting gives you extra physical protection. A notice of lay off should be factual and impersonal.

If the bad worker is negligent, for example, he or she may not properly follow safety procedures. At these meetings, you must be honest with the workforce about the firm's future and the need for cost cuts. Dismissals are a dirty firm, but necessary for a company to survive and compete successfully. Therefore, if an employee and his legal counselor file a discrimination claim, you can prove your decision was lawful and nondiscriminatory in nature. Finally, this warning should obviously spell out what will happen if the worker chooses to break the rule again. Misbehavior problems at work lead to lower performance and workplace morale. First consider if the jailed worker is under contract or part of a union. As a small company owner, it is likely that you'll not have a Human resources representative or a third-party contractor that will conduct exit interviews. To do this, you will need to coin an at will employment termination notification that details the reason for lay off and the effective date of termination. Life is too short to deal with a bad worker permanently. If you decide on voluntary dismissals, the method is similar to what you learned in Chapter 10 for high-risk separations. However you decide to terminate employees, you must do it consistently.