Since termination is always an emotionally charged situation for both the manager and the employee, you might include some special instructions for the employer. You're protected by the law if you give comments you believe are true to a future employer. You must immediately deal with an employee who is not performing job duties, bothering others and not listening. You have an problem employee who is willfully testing your authority. The ex-employee's legal counselor will use it against you in court. Therefore, plan what you'll communicate to workforce, customers and suppliers about the firing. You have advised your workforce of the rules, you have given repeated verbal warnings, and at times insubordinate behavior continues after a written notice. You should negotiate the jobholder's resignation and give him a big discontinuance package in return for a release of claims.

She'll clearly file a legal action saying the "real" reason you fired her was because she's a woman, not because she missed the forecast. When other workers see a coworker getting away with misbehaving behavior, it encourages them to act the same way. Similar to progressive discipline, you must let the accused employee have a representative at the meeting if he asks for one. This employee can suck the life out of the organization and cost the firm much more than she ever gave. Obviously, bad employees negatively impact your business. When you have finished reading Chapter 10, you'll know how to fire a single worker. With the termination, you should have a well documented case for cutting the worker's job.