This training can come from you, from the bad individual's coworkers, the company's training programs or from an outside trainer. Once you see repeated bad behavior that calls for separation for cause, address it swiftly and do not bend. This includes documentation of any warnings the employer has placed in the jobholder's file in the past, which contributed to the firing decision. You should decide a course of action for the "hardest" part of your job - sacking a jobholder. They should improve their behavior, perform the required tasks and follow orders. While separating a worker is difficult, some workers go out of their way to make it as tough as possible.

The employee is dragging down the results of your organization. Name-calling, especially in the presence of other workers, is unacceptable and may result in disciplinary action for gross misconduct. This removes any confusion and keeps the jobholder from stating that they never received the termination memorandum. You should also conduct exit interviews of terminated workers. The dismissal package need not be elaborate to create goodwill, but the absence of such a program will not go unnoticed by either the separated worker or those with whom he or she makes later contact. Since personnel will know these are stupid reasons, they will believe you fired them for an unlawful reason which you can't talk about. When communicating with people outside your department, you should give them a new contact individual to replace the dismissed worker. Second, make sure no manager fires a worker without giving a reason. The next chapter gives you a method for estimating your lay off risk. You do the dismissal based on performance and Sue's is the worst in the organization.