Fire Someone Today by Bob Pritchett (Dismiss Employees)

If you deal directly with worker firings, then you must know these worker rights in layoff. It is critical workplace esprit de corps that you handle employee misbehavior properly. Frankly, you'll likely not conduct an exit interview, especially when you're a boss of a small or medium-sized company. A brief set of notes will assist you be sure to "cover all the bases" when you call the jobholder in for the layoff interview. Be careful when giving rationale for layoff. Worker reprimand occurs for many reasons, like late arrival to work, insubordination, poor work productivity, or other policy missteps. A separation should not be harsh, unjust or unreasonable to be a fair dismissal. Since theft is common in most companies, owners should know how to handle this problem. Also take time to point out company policies and methods so the worker is made aware of them. If the "bad apple" continues the bad behavior, you should give a final written warning. It is also best to inform the jobholder early in the shift. Even if you know your worker is taking leave under FMLA, you can still terminate him or her.

As unpleasant as the idea of job termination might seem, business owners and Human resource Managers can approach it in a well thought out way to minimize the negative feelings associated with "letting people go.". Although sacking a worker is something I don't lose sleep over, I still have the same worries you do. It is also important to remind the employee that they can appeal the decision for lay off). For a medium risk separation, you can sack right away, but you have increased legal exposure.
Bob's book is like a year's worth of lunches with someone who has been way down the road and taken a lot of lumps–who can now help you avoid repeating his mistakes. Continue