Your letter should detail exactly what happened and why this was against the rules, and it should set up a time for the worker to meet with you. If you believe you're "laying off Joe," you might only read Chapter 11: "Process for Laying Off Personnel." In this case, you would make a mistake following this process for dimissing Joe, and not following the proper procedures and choices given in Chapters 9 and 10 for firings. During a sacking, you must cover why they will no longer be working at the business. When you have a problem employee, you should carry out the employee separation procedure appropriately to ensure you and the worker's rights are seen to. If you have applied your system consistently across the personnel, you can use it to fire a group of employees. If you have a disabled problem employee, you should confront the issue. Go over any written warning notices or letters that management has provided to the employee in the recent past about these issues. It's a simple idea, but one that's often misunderstood by employers and workers.

And, you'd have a tough time getting rid of this rule breaker. And, by allowing the insubordinate worker to get away with her or his behavior, you're setting a precedent that tells your other workers it is OK to behave in a problematic way. Besides guiding you through the steps necessary to dismiss the worker, the dismissal workers manual should make clear the grounds for each step. (By the way, if this is a high risk lay off, you don't need a layoff notification since your goal is to get the employee to resign voluntarily.) It's not any secret she and I had our differences about her job productivity [or conduct.] We followed all the business's policies and procedures, but it just didn't work out. A lack of honesty is the first warning sign of worker gross misconduct. I need to let some of my more bad employees go, but I can't terminate them for no cause. In addition, you shouldn't make enemies of former employees on the account of suit risks.