Just because a jobholder makes a rude remark to a supervisor or owner does not necessarily warrant right away layoff from the business. The longer a disgruntled worker continues to make problems, the worse the workplace environment will become. In short, a great deal of thought and preparation is necessary before you dismiss employees. For example, you can write the sample worker termination letters in a word processing document on your computer. For high risk dismissals (where the jobholder will sue and you'll lose), you never "officially" lay off the employee, so you don't need a letter. Alternatively, you may unknowingly offend the jobholder with patronizing remarks or give her false hopes of another chance. First, the risk is medium when the employee is probably to sue, but you have good papers showing a legitimate dismissal. First, the supervisor or the management should allow the worker a chance to explain his or her behavior. Given the average damage award in a illegal dismissal suit is over $500,000, your time preparing is worth it.

But once the jobholder gets wind that you are trying to layoff them, they may rely on some guideline tricks to keep their job. Also, send a physical copy of the warning to the employee's home by registered mail with "return receipt requested." This will prove the employee got the warning. Simply citing your worker with a notice of reprimand may upgrade your employee's work performance, but often it won't have a lasting effect. 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, if you're separating for an illegal reason, you'll at least know you're inviting a litigation. Include the name of the witness, the time of the meeting, and their responses to your questions. In the pressurized environment of a workplace, we cannot be a disciplinarian all the time.