* Have you warned the employee? Keep a friendly tone and act like you're the sacked worker's advocate with the firm. Policies for dealing with difficult employees in this area differ from business to company. Because you'll probably offer more than your standard package, you must ask everyone, low and medium risk, to sign a separation document with a release of claims.

Be concise and direct about the missteps of the jobholder and the job termination proceedings will be over within moments. For helps with these sticky situations and advice on how to make the termination method go smoothly, a sacking personnel manual can be a life-save. After the meeting is over, you should take about 15 minutes and document it. It tells the employee exactly why you're terminating her, explains her severance benefits and introduces her to the severance agreement, when you're offering one. However, it is more efficient to counsel problem employees about expected guidelines of behavior, and how they have acted wrongly, before you go restructuring your organization! Besides yourself, you'll need at least one more witness. Lastly, include a line suggesting that you wish the employee the best in his or her future endeavors. An employee-employer stalemate of this kind can only make it worse and the employer should address this immediately. Here you describe how the worker's behavior negatively affected you, the department, coworkers and the business in general. Even worse, this jobholder may ignore your previous attempts at discipline. But because you monopolized the time playing "the devil's advocate," the meeting ended with no solutions.