Undoubtedly, getting the ex-employee's signature on the package will stop any expensive suit regarding his employment. o Is it clear this termination isn't for an wrongful reason, a stupid reason or off-duty/ off-site conduct? Other personnel may file suit against you for failure to act on the problems you are having with the employee. While many employees think that managers sit behind their desks and dream of firing everyone who works for them, this is rarely the case. My reading of other job termination books over the years has been frustrating. Firing a worker should be done with compassion and with the firm in mind. You don't want the appearance you were out to "get" the insubordinate worker. Most managers do not like writing notices of reprimand. Once you have decided to layoff an employee, go ahead and do it. o Escalating discipline is confidential and should only be between you and the problem employee.

Unfortunately insubordination problems at work will intensify over time. Make sure the jobholder knows that you have made your final decision and the employee can't negotiate for their job now. When you requested my "Separation Triggers" report a few weeks ago, you likely found my web site and my Employee termination guidebook from a web search. Nevertheless, if you feel that none of these are working and the only solution is dismissal of the involved employee, terminate the jobholder before he or she further harms your organization. They'll claim you and your small business are giving references inconsistently because you want to hurt them for an improper reason. You should get him to write you a resignation letter.