Question: What if you, or a subordinate, lay off a problem worker without following proper procedures? When you develop strong guidelines for employee termination, it makes this process much easier. o Documentation proving the facts including written discipline warnings, the lay off notice and the worker handbook showing the company rules of conduct (if you have one). Remember all of this is voluntary and you don't have to layoff if you don't want to. Once you get a hold of sample employment termination letters, you can use them as a template for all the termination notices you write. You can find one by searching "business coach" on the Internet. o Reemployment rights (That is, you'll consider terminated worker before other applicants for openings.) Probably the jobholder feels like she "owns" this equipment anyway because it's in her home, and letting her keep it'll ease some of the sting of the lay off.

You should notify workers if they have breached company policies or if their job performance is not up to guideline. You don't ever want to give the worker the idea that your separation is open for debate or discussion. With the knowledge you gained in Step 1, you can now ask intelligent questions of the Human resources department and figure out how to best apply/bend the rules to lay off your problem worker. Thus, it is important for small company owners to accept the realities of handling difficult people, and learn how to manage problem employees to overcome conflict at work. Whatever you do, don't change your mind and in the middle of the exit interview and decide to not carry out the termination. o Accrued sick and personal leave time through the effective lay off date. Your report of the investigation serves as your papers justifying the layoff.