A pattern of this behavior includes workers 'forgetting' things they've been asked to do or "not hearing" your expectations. And you must deal with it consistently, fairly, and quickly since worker misconduct can damage your small company. Labor-intensive tasks cannot keep pace with automated competitors and businesses should stay abreast of the times or go out of company altogether. And, since you forced him to quit, you're open to a wrongful termination suit. Employees are rarely subject to an immediate sacking for performance issues. Holding a termination meeting with the worker. A cold dismissal leaves a bad impression not only on the affected worker, but the business's reputation. When the company does not provide a reformatory program, you can require them to seek outside help. Keep a friendly tone and act like you're the laid off employee's advocate with the business. I have decided to dismiss you from employment at effective immediately. In other words, do whatever you can to change the bad employee's annoying habits or separate the jobholder outright.

Don't use any company or industry jargon and, if you do, make clear what it means. For example, when you laid off him for a performance problem or laid him off as a cost cutting move, the commission always favors the separated worker. (I've included a cover note template in the jobholder Separation Toolkit at the end of this book. Perhaps one of the most important issues when disciplining your workforce is saving their dignity, so when they are a rehabilitated employee, they will still have a sense of pride about working for the business. and because their web pages are commonly written by freelance journalists who've never dismissed anyone in their lives.