But you need another section labeled "examples." The firing boss must include documented examples of the bad behavior. Chapter 7: Build Your Case: Inquest For Insubordination. It is mostly best to have a third-party do this for you. This will aid you during the discussion with your insubordinate employee. If the written reprimand does not change the worker's behavior, you can use it as papers. If this is medium-risk termination, you'll normally negotiate a larger severance to make the dismissed employee go away quietly.

Larger companies have policy in place to decide the steps needed before separating a jobholder. The answer is "absolutely not." This employee in his or her current state is a liability for the company. A fair examination means you get the jobholder's side of the story, talk to other corroborators and gather physical evidence (if any) in a proper way. It's a good way for the worker to leave the company with dignity. A worker can't disagree with anything the form says after they have seen it and you have explained its contents. Don't give a false reason to soften the blow, such as the "business is down, we just have to let you go," when the real reason is poor job productivity with three written warnings as proof. (Of course, when the small company already has policies and methods about layoffs, these supersede the list below.) Human resource misbehavior treatment should not be applied as a band-aid, but rather as first aid. Even though the small company has a layoff letter template, there is still room for mistakes. However you decide to sack workers, you must do it consistently.