Whatever mantra you inform yourself, you're running a business and if a worker hinders your productivity and service level, then you are doing yourself a disservice by keeping them in a job. You should review this list before separating someone. The other end of that spectrum is the jobholder will simply slack off; now and then, stopping work altogether. o You gave the employee chances (frequently 2 or 3 chances are enough) and reasonable time to increase. More significantly, affected workers can sue for damages including back pay. The good news is, for most terminations, the employee foregoes asking for legal advice, signs the first offer and gets on with his life. Since a medium-risk worker is often litigious, you can expect threats of lawsuits and calls from lawyers. No matter how carefully you screen new hires or how efficiently you run the business, you'll fire someone at one time or another. You and the employee should sign all written documents to show the employee knew of the possible separation. These professionals know how to be compassionate and empathetic. These comments are not as believable as observable on-the-job behavior, and a legal counselor will use these against you in court.

The next best reviewer is the insubordinate individual's hiring supervisor. REVIEW: Objective Writing Style Standards. The jobholder will want revenge, you don't have any evidence and you didn't follow standard procedures. Your written evidence is your witness. These may take place at the organization or location level with trusted leaders running the meetings.