o Step 1: Decide whether to sack. My procedures treat the insubordinate worker with a reasonable balance between her wants and the small business circumstances. Undoubtedly, in a small "Mom-and-Pop" firm keeping the same demographics is almost impossible. Similarly, extreme disciplinary action for a minor infraction can lead to a drop in worker morale and cause a fall in performance. The troublemaker sends a business-wide e-mail asking everyone to protest the new co-pay with calls to the Benefits Department and the CEO. When you dismiss someone from a "protected group," have records showing you didn't treat this worker differently than those from non-protected groups (that's white males under 40). When the rubber hits the road and all else fails, you may have to lay off this person.

You can then dismiss him with the next incident. These negotiations usually occur within a few weeks of the layoff. These considerations help make the employee lay off program less painful for everyone involved. You do not have the right to refuse an employee a job based on race, gender, and religion. You must have a checklist listing any company property or assets the jobholder should return. This sample separation notice fits best for hourly or at-will personnel. Make sure it tells you what to say in your meetings and explains how to document the employee's behavior suitably. With "Layoff Options," your goal is to get the jobholder out the door, either immediately or soon. What to know when dimissing employees.