Take the time to gather necessary evidence, including a worker termination form, and call the employee in for a conference when tempers have had a chance to cool off. My advice is you must continue with a high-risk termination only as a final alternative. When someone is out for the day or longer, another worker should cover their workload.

When firing for illegal reasons (which does at times occur), you don't want any evidence. Once you have a copy of this waiver, you should keep it with the ex-employee's personnel file. Yelling "you're laid off" across the office or calling the employee a name will only bring about future legal problems. So you should deal with the bad worker immediately and professionally. This means you must develop guidelines for worker termination and apply them in a consistent, but fair manner. The good news for you, or your subordinate, is the fired worker will likely not return. You should also give a written dismissal. The best time to do the lay offs is in the morning. To cut your costs, you should know the layoff risk before giving the employee the boot. They'll claim you and the company are giving references inconsistently because you want to hurt them for an unlawful reason. Normally, any worker, whether a "problem" or not, wants help to increase performance and behavior. You can find a notification of recommendation template (Tool #6) following this outline in the worker Layoff Toolkit at the end of this book.