Sometimes workers either can't master the necessary skills or simply refuse to do so. When the worker has exhausted his 3 chances, you can fire him for poor performance. This training manual is a "guidebook" because it carefully guides you through risky dismissals like those I presented in the introduction. The bruised feelings of the former worker may express themselves in ways that damage the firm. This is especially true if you're terminating the worker who "for cause" (intoxication on-the-job, sexual harassment, physical and verbal abuse, theft of business property, and the like). Most large and small companies have a company handbook or "rules" that they let their personnel know. Since an disgruntled employee thinks he or she makes the rules, you will discover the employee will also decide when he or she needs to work and will set her or his own work pace. The notification should carefully explain, with evidence or papers, the events that lead up to terminating the worker. When it comes to dimissing workforce, it is imperative that you follow standardized methods and that these methods are established well before the need to fire a worker presents itself. Show the worker the warnings leading up to the dismissals, attendance records or the investigatory report. You can dismiss the worker over one incident. You may have been told that to "legally" sack you should document the worker's productivity problem and bad behavior.

This notice doesn't supersede any favorable or unfavorable feedback you received while employed at [The company]. You can overcome all of these by following specific separation methods. Mostly all you need is one page or less.