These are legitimate reasons for separation, and I'll show you how to lay off her for this. You must be careful because problem behavior sneaks up on you. More importantly, it tells the remaining workforce they can expect "due procedure" as well.) The lay off will be effective from (mention the effective date of the lay off). You then talk to corroborators, gather proof and draw conclusions. Frequently when a manager fires someone, he or she has valid reasons. Dimissing employees is an emotional minefield not only for the worker, but also for you. Management should not consider a worker insubordinate if he or she can't perform tasks contained in another worker's job description appropriately and safely. This gets rid of unfair treatment from one worker to the next and creates continuity when dimissing a worker. You must encourage the employee to seek their own legal counsel if they're unsure about the waiver. You as a owner and supervisor want to be in total control of the dismissal.

Since the cause of layoff is poor firm results, you want to bring positive attention to the jobholder's past work. On the management side, however, there is a responsibility to make sure the employee understands both the directive to be carried out and the consequences for not complying. While we all know Human resources (Personnel) should be involved with worker terminations, I've never seen an article listing the roles a Human resources professional takes during a firing. The document must be clear and concise and it should not contain wording that is open to legal interpretation. Or, it can be indirect, such as failing to follow a process as set forth in your worker handbook.