In this article, I discuss 3 issues which can hold a small business owner back from firing a disgruntled worker. In Tool #5 of the jobholder Separation Toolkit (at the end of this book), I give you some sample questions for a "resignation" exit interview. Failure to attend work without calling in is for the most part cause for immediate layoff in most positions. As well, most contracts list a given amount of time the worker must work before the company can consider separation or non-renewal of a contract. And it allows employers to hire as well as terminate personnel for any reason - at least as long as you're not violating any other laws in doing so. Based on the forecast miss, you decide to dismiss the woman. We have made the decision to take disciplinary action regarding [this circumstance]. If you have offered it, mention you'll help every laid off employee find a new job through your network of contacts. Because the guideline lay off approach was so flawed, I developed the lay off Risk Estimate & Protection System(tm) (TREPS).

*If you have decided to lay off the worker committing theft, have the layoff papers drawn up and cut a check for their remaining pay. Even though some offerings like severance pay are not necessary, they make the dismissal program go much smoother. If you decide the worker violated a overwhelming misbehavior rule, you can separate him immediately. If you do the right thing for the company - separating the difficult worker - then you know the jobholder will find someway to sue you or stir up trouble. The first time you dismiss an employee, you may be just as nervous as he was at the job interview. Additionally, a worker termination form will aid you make the final meeting go smoothly. If the jobholder was violent or threatening in the meeting, you can use this as proof in a court trial your decision was correct.