There are various degrees of disobedience, and you should not handle every case of disobedience the same way. o Your worker handbook, application, offer letters or other employee communications say you'll only terminate for cause. Workplace performance will decline and your good workers will suffer. The purpose of this article is not to pitch you on my termination manual and proprietary processes, but to give you some real help with terminations whether you decide to get my manual or not.

Once the jobholder completes his testimony, you or your eyewitnesses can testify again if you want to refute any testimony he has made. Unquestionably, these incidents should occur reasonably close together to warrant dismissal. You must spend a little more effort dimissing an employee like this. This is the case even if you had good reason to fire that individual. You and the worker should sign all written documents to show the worker knew of the possible layoff. When you follow proper procedures, terminations are without risk and easy. Nobody but the two company representatives and the worker should be present. Once you decide the likelihood of legal action and the adequacy of your documentation, you're ready to apply the dismissal Risk Estimate & Protection System(tm). o Ready and able to accept work. The first step you need to take when separating a worker is to document everything. While workers obviously appreciate the advanced warning, some employers wait to inform the bad news. The key is the word "willful." If employee intentionally and willfully violated a rule or supervisor expectation, he'll be ineligible.