But often, you can't pin down the employee because he'll claim it's only an "honest" mistake and he didn't intentionally lie to anyone. If the worker asks for an employee representative to be with him during the discipline meeting, you should give him time to get one. If he later files for unemployment, you can use this notification and his reason as evidence the company didn't force him to quit. A less expensive and time-consuming choice, however, is to buy a book that covers various aspects of employee dismissal. Studies show that embezzlers are generally long-term personnel who don't begin with their crime until they have been with a company for several years. Even if you have been a small business owner or in the Personnel department for years, you should consult your separating personnel manual when beginning rehabilitative procedures. I have seen some layoffs where the company asks the supervisor to terminate his department and then the business fires the boss later in the day. Before you know it, one difficult worker can multiply into several as they see the other worker "getting away" with his or her inappropriate behavior. If not, set some reasonable guidelines for your workers. I hope you now see that sacking a insubordinate worker while not "fun" is the only recourse you have when you want to increase results and group spirit.

In the first paragraph, the notification should clearly state that this employee is being fired. Frankly, with a high-risk separation, you don't have to inform the "real" wrongful reason to the jobholder. Here's the standard approach you'll find in most books: To keep out of court, you must thoroughly document the worker's terrible performance or misbehavior before you fire him. Clearly spell out the consequences if they continue down their current path. If you have further [bad behavior] or violate other conduct guidelines, you'll be subject to further discipline and, possibly, layoff of employment. Having a bad outlook in itself is not always a problem.