A medium risk dismissal is either: As a manager or small business owner, you should never lay off an employee based on verbal feedback. Once you have laid off one employee, you will realize that it isn't as hard as it seems. For example, you may want to fire an employee because you find out he's a homosexual or because his wife had an abortion. Here's a summary of the 17-step preparation process: And make sure you follow up with the jobholder and document their improvement or lack thereof. And, when word gets around back at the worksite you're fighting "poor ole' Joe" about his unemployment claim, you'll lose the remaining workforce' goodwill and some performance. 2) The worker wants to negotiate your package. This requires excellent written documentation. If you, or a subordinate, separate a bad worker "on the spot," you'll likely face a illegal lay off suit.

Even if he or she is the worst employee imaginable, you'll still find yourself reluctant to perform the lay off. Progressive discipline is not necessary for overwhelming misbehavior, such as sexual harassment, theft, fighting, or cursing out a supervisor. First consider if the jailed worker is under contract or part of a union. Have a sample notice of gross misconduct on file. Just get your facts straight and create good solid documentation on why you sacked the worker.