o Did the boss suitably apply escalating discipline and adequately investigate for gross misconduct? These should include violations like arriving to work drunk, using drugs or alcohol at work, physically fighting with another co-worker, theft, threats of violence to the employer or other co-employees, or misrepresentation of themselves. When it comes to job termination, it is important to follow standardized procedures established well before the need to dismiss a worker presents itself.

o Do you have a box of tissues? The second choice is to sack him for some unrelated reason. Undoubtedly, standard schedules vary. Without sounding too rough, you should let them know that revealing this secret is rationale for dismissal. When you develop strong standards for employee dismissal, it makes this program much easier. To avoid this, you must confidentially tell payroll a few days ahead to have enough time for check preparation. o Repeatedly breaking minor policies, methods and rules. Managers who lay off an employee "for cause" do not commonly provide a jobholder notice of termination. The actions of this jobholder provide enough evidence to support you if you document appropriately. o Are you dimissing the jobholder for an unlawful, stupid or "no" reason? You may have been told that to "legally" terminate you should document the worker's productivity problem and bad behavior. These errors lead to a high risk of suit which can create big costs for you and your small business.