The illustration points out, however, that it is in the best interest of management to try to find the root causes of any problem. Remember you always have the option of hiring a temporary worker or using an employee from another division to fill in temporarily. Question: What if you, or a subordinate, separate a problem individual without following proper processes? o You have promised (orally or in writing) to the jobholder that his or her job is "safe.". Once the employee can resolve her or his personal problems, this person is no longer difficult to manage. o The employee knew you could dismiss him for violating the rule or instruction. This is easy to do since workforce win 70% of the time (source: Getting Fired by Steven Mitchell Sack). o Option 9: Demote The worker.

o Refusing to falsify company records, tax returns, or reports to government agencies. Unfortunately, you shouldn't say, "It's not working out," and then walk the laid off worker to door and hand-over a final paycheck. To develop your guidelines for employee dismissal, work with your legal department. You and your management chain may have caused your small company's decline through management missteps or a failure to recognize the changing marketplace. So, including the firing reason prevents an attorney-at-law from taking the case on contingency. o Did the jobholder know ahead of time the employer might layoff him for terrible performance and conduct? They will inform you to document productivity problems, give chances and then separate. You meet with the jobholder in your office and tell him "It's just not working out." You want him to leave voluntarily.