The biggest problem is recovering the company's equipment. o For minor misconduct or lackluster productivity, was the worker given a reasonable amount of time and number of chances to upgrade? Or better yet, take some time (90 days or so) and use progressive discipline to document his productivity problems, and turn this into a cheaper medium-risk lay off. You're now open to improper discrimination claims from the "bad" ex-workers. Traveling Poetry Bag sales are down by 50-70% when you're on shift." This may seem harsh, but it is best to avoid leaving any questions about why you terminated the jobholder. The personnel workforce may have to assess the situation and try to figure out what may be ailing the jobholder. When it comes to terminating employee problems, you should always follow proper processes. Otherwise the insubordinate individual may start encouraging his coworkers to engage in this behavior. You should change your expectations of the difficult individual.

The psychological reason for this meeting is to give the worker a chance to "have his say." He wants to inform someone from management how unfair you and the business have been. You want to fire him immediately. You may wonder where the "high-risk" letter is. o Complaining about another worker having sex with the manager. This is true for almost everyone you layoff or layoff. On top of this, judges are creating laws from the bench which further limit a small company owner's right to layoff.