Written notification: "As I warned you in the previous oral warning, your [bad behavior] is unacceptable. Please don't use 'downsizing' as an excuse for firing problem employees, or creating a culture change in the organization by replacing old workforce with new ones. You must decide a course of action for the "hardest" part of your job - terminating a jobholder. Managing Insubordinate employees Who Have Attitude Problems.

Specify the worker appeal processes. Otherwise the worker will destroy the group spirit and performance of your personnel. Now and then an employee becomes a liability the company can't afford to support. With escalating discipline, the employee can't say his separation surprised him. You have a 70% chance of losing any improper dismissal suit. o The higher the firing risk, the higher the chance a wrongful termination suit will derail your career. Step 1: Educate yourself about layoff procedures and options. The main question an employer will have is, "Which employee should I separate? This is a foolproof way to keep yourself out of court even when you may be terminating the worker for an illegal reason. Sometimes, there's some small negotiation around the effective date. You'll also learn how to handle the immediate aftermath including getting the worker out of the building and what you should say to the remaining personnel, customers and suppliers.