You should ask this question point-blank, "Why would these eyewitnesses be lying about you.". They will inform you to document performance problems, give chances and then sack. They hire help once their firm becomes successful and they can support a full-time worker. Or, your ex-employee is bitter and hostile and desires to seek revenge on you and the small company. Now that you have prepared all the documentation for the termination meeting, it is time to call the jobholder in and notify her or him of the dismissal. Since the cause of termination is poor company results, you want to bring positive attention to the employee's past work. One Caution About Progressive Discipline. When you have one worker causing you daily frustration and driving down the results of your organization and firm, for whatever reason, you should continue with lay off. Misbehavior: Sleeping on-the-job (Warn and then terminate on next instance.) Certainly, if the insubordinate individual is destroying the department's performance and esprit de corps, then your only choice may be immediate dismissal.

When will you decide to lay off an difficult worker? Remember to leave dignity and morale intact when letting someone go. The only exception is when the worker has a legitimate reason for the overwhelming misbehavior. Wise employers don't sack personnel without a reason and claim protection under "employment at will". Stick to the Facts in the layoff Letter.