Insubordination is the one place you can summarily layoff a worker without worry. But you need another section labeled "examples." The lay off supervisor should include recorded examples of the bad behavior. Although no company is completely safe, there are ways to protect the small company and to discourage legal advisers from taking on your employee's litigation. For example, suppose you have detailed evidence your ex-worker was sexually deviant. An investigation brings shame and embarrassment to the accused worker. I couldn't find a practical method to guide me through tricky dismissal circumstances. An exit interview form should contain questions that will allow you to collect objective information about your small business environment. If you, or a subordinate, separate a problem individual "on the spot," you'll likely face a unlawful lay off suit.

Handling Difficult People And What You Can Do. As you may recall from Chapter 4, a high-risk layoff is one where the worker will sue for unlawful layoff (if you fire him) and he'll win in a court trial. After doing your research and being current on the laws for your particular business in your state, build your dimissing disabled workforce policies around these laws. Having a sample notification of insubordination on file can assist you through most gross misconduct issues. If you are not going to enforce other rules, what is to make the jobholder decide to wear proper safety equipment and to follow other safety procedures? Even if your workforce follow company rules most of the time, you will still have management issues. For example, suppose you fire someone for theft after a proper probe and review of the evidence.