Since some good manuals and videotapes are available on this subject including my Employee termination guidebook, you should take time to read about proper dismissal procedures. Provide specific reasons for separating the worker, their problem behaviors and dates these problems occurred. Therefore, don't use salary as your official reason for dimissing. The Fourth Early Warning Sign of Employee Insubordination: Lack of Dependability. Undoubtedly, the government will not consider them permanently disabled until you have separated them from the small company. Your tone in a verbal notice should be "helpful" not "threatening." For example, you must say, "With these corrective actions, I'm sure your performance will upgrade." This is better than, "If you don't make these corrections in your behavior, you'll force me to evaluate your 'fit' with the business.". You must write reprimand letters in a legal way. You can object to what the jobholder presents, and he can object to your documentation. When firing for a firm reason and competitive pressure, you should thoroughly document the economic trends and strategic changes which drive your layoff. This includes evidence of any warnings the employer has placed in the jobholder's file in the past, which contributed to the lay off decision. Recognize you separated this employee due to your personal feelings toward him or her. o Has her lawyer send you demand notifications to complain about illegal treatment or to ask you to clarify your actions.

You have a 70% chance of losing any unlawful lay off suit. The separated employee's coworkers won't understand why you keep hurting their friend. Therefore, it is best to plan for many different possibilities.