In my experience, many "not-so-smart" managers still go the "no-reason" or "stupid reason" route when dimissing a problem worker. In fact, there's a trend for judges to treat "exempted" small businesses the same as big companies on separations. I don't think this is necessary when you clearly state you'll layoff for the next infraction. They might display a strong work ethic, show a certain loyalty to the business and might even get along (on a limited basis) with most of their co-employees. Even if you don't want to let the person go, for the sake of the firm, you have to let them go. Is it possible to avoid disobedience and firing? All problem employees start making trouble long before you begin the layoff program. * If you expect trouble, ask security to sit in the meeting, or stay outside the door for any support. I'm always available to help you reach your goals.". Here you give the difficult individual a voluntary choice to leave the company with a big severance package.

(This is because he didn't ever write a rebuttal.) The Jury's Conclusion: The employee's alleged wrongful reason is bogus and only invented after the fact to extort money from the business. If the jobholder asks for a jobholder representative to be with him during the discipline meeting, you should give him time to get one. If you were the ex-worker's supervisor, you'll probably be your own "star witness." Since you have had the most dealings with the jobholder, you're the best person to testify about his behavior. First, if you meet in your building, the former employee might see her previous coworkers. After you have finished the layoff, gather the remaining personnel for a meeting. Dividing various tasks among several workers will give them less control over the company finance and prevent embezzlement.