It should make clear your previous attempts to correct the employee with dates, a statement communicating the worker is fired effective on a date, and any final pay and severance packages. An employee warning form is an excellent resource that every boss should use. If he still refuses to sign, you should bring another supervisor into this meeting and ask the supervisor to verify on your copy he saw you give the employee the warning.

If you decide gross misconduct likely occurred, you must decide who should investigate. In case you have an "emergency" lay off, you can follow this shortcut: Just get your facts straight and create good solid documentation on why you fired the employee. In short, managers should carefully handle this serious offense within the boundaries of "due program.". A jobholder-employer stalemate of this kind can only make it worse and the boss must address this right away. After conducting your investigation or reaching the final step in the escalating discipline procedure, it is time to prepare for the firing. If you don't inform a jobholder the reason for the dismissal, or if the termination is about his conduct or productivity and you don't give him the opportunity to correct the behavior, you may have a improper termination claim on your hands. You, as a small company owner, on the account of your responsibilities and schedules, may be unaware of any negative issues in the workplace. If you have an Personnel department Boss, this individual should do the review. If your layoff form is long, management will probably place it in a pile to read later, or maybe never. It is useful documentation if the jobholder later decides to get even with the business, his or her coworkers or the management. If you layoff a worker for this particular misconduct you had better have evidence.