You can use this information not only for terminating corporate executives, but also for dismissing partners and trusted lieutenants in small businesses. The jobholder can't sue you for illegal dismissal if you never fired her. o Inform each witness neither you, the company nor the accused employee will retaliate against her. Tell her by following the Firm's policies and methods, you had no choice but to sack. This would include terminating the worker for. o Escalating discipline is confidential and should only be between you and the insubordinate worker. You have the right to terminate someone whose work performance is unsatisfactory. Generally, giving the jobholder fair warning about the consequences of the disobedience will be enough to correct the circumstance. You should develop an employee handbook that clearly spells out inappropriate behaviors that will receive remedial action.

With a high risk separation, the employee is probably to sue and you have little evidence to defend yourself. Using an employee dismissal checklist can help ensure you follow all the correct procedures. This is a great way to get your point across, get your message heard, and avoid being accusatory or 'emotional' in the program. With an early retirement package, you give an increased package of severance benefits when the older worker voluntarily retires. o Is it clear this dismissal isn't for an wrongful reason, a stupid reason or off-duty/ off-site conduct? o Have you thoroughly recorded the employee's productivity problems and minor misbehavior?