This step only applies to larger businesses. This letter not only serves as the business's legal document, it also helps the lay off manager carry out the dismissal meeting. Therefore, it is important for you to either get a insubordinate employee in shape or to layoff her or him before it leads to more problems. The psychological reason for this meeting is to give the worker a chance to "have his say." He desires to tell someone from management how unfair you and the company have been. Now that you're adequately prepared for the termination meeting, the next step when terminating workers is to schedule the meeting. Name-calling, especially in the presence of other personnel, is unacceptable and may result in reformatory action for disobedience. o Refusing to commit an illegal act at the employer's request. This notice should be brief, professional and should obviously give the rationale for sacking. With the ideal date and time in mind, you should now check the worker's calendar and make sure he's scheduled to be in the building.

Since your primary purpose is to make the jobholder happy and stop anger, you must write the memorandum as positively as possible. Never try to separate a worker "on the fly." You're opening yourself up to legal issues and giving the jobholder ammunition to argue about his or her termination. The previous five chapters (6 through 10) have focused on terminating a single employee. Never pick someone the jobholder doesn't know. This lie is clear gross misconduct which you can lay off for right away. You must obviously explain the problem and make the worker aware of the consequences if he or she does not change their behavior.