When you or the witness doesn't know the answer, you must promise to call her at home with an answer in a few days. This is a practice that protects you as a owner and manager. The next liar is someone who tells "white lies." This isn't overwhelming misbehavior because the "white lies" are commonly not about important company matters. To prevent this from happening, you should systematically decide who to separate and then effectively communicate this to all personnel. Using this proof, management, with the help of a Human resources representative, should decide what to do. You'll also learn how to handle the immediate aftermath including getting the employee out of the building and what you must say to the remaining workforce, customers and suppliers. o The incident is for overwhelming misbehavior. You should prove the jobholder got the warning. You can easily insert new information as it becomes available within your sacking workforce manual. The jobholder mismanages his department. o How to avoid legal troubles and stop your worries about lawsuit. This chapter will ensure the employee's separation goes as smoothly as possible.

The other is to fire her for misconduct. o Did the employee know what his supervisor expected of him? These policies should include potential separation issues such as tardiness, absenteeism, drug and alcohol abuse both during and after work hours, as well as fraternizing, sexual harassment, stealing and abusing business property. This is a negotiated (high risk) termination.