The notification should be easy to understand by both parties and done professionally. The employee should fully understand what behavior is unacceptable and there will be repercussions if it continues. Of these choices, you'll normally pick Option 1: Fire Right away. Make sure it does not contain any language that puts the firm at legal risk. The lawyer will remind you Rick returned from 2 weeks of jury duty about a month before you fired him. So who should you reassign the disgruntled individual to? The notification should carefully make clear, with proof or documentation, the events that lead up to dismissing the jobholder. Of all the legal reasons, poor productivity and minor misbehavior need the most evidence.

More importantly, you must include facts that back up your rationale for separating the jobholder. Myth Two: Although I have cautioned John many times about using foul language at work, he continues to use language that is offensive to me, other workforce, and even customers and suppliers. My advice is you settle with them as quickly as possible and return your focus to overcoming the company pressures which forced the dismissal. You should recognize everyone's hurt feelings, regain their trust and get the business moving forward again. You should notify these departments in a timely fashion, before you lay off the jobholder. Nonetheless, you may need to lay off the high level worker for the survival of the business. o Violence by fired employees doesn't happen often.