All insubordinate employees start making trouble long before you begin the lay off method. If you can answer "yes" to both Part A and to at least one question in Part B, you have a low risk separation. By terminating workers the right way, many small businesses will upgrade their success and find that their workplace grows with the right personnel.

Your letter should detail exactly what happened and why this was against the rules, and it should set up a time for the worker to meet with you. First, your other personnel may believe you are discriminating against them when you come down on them and do not come down on the insubordinate worker. I hope you now see that separating a disgruntled employee while not "fun" is the only recourse you have when you want to upgrade results and esprit de corps. If not, you are already down the path of ending their employment. In this case, you may have given the worker a oral warning to upgrade within 30 days and she didn't. Conducting lay offs is never an enjoyable task, but you and your workforce can get through it if you do it properly. Typically coworkers do not expect much from these workforce and everyone is demoralized due to it. But once the worker gets wind that you are trying to dismiss them, they may rely on some guideline tricks to keep their job. By following certain steps during the lay off process, your actions and decisions will seem fair to a court. Also you should have policies on the firing program and conditions for a separation. Does the jobholder feel the supervisor was discriminatory in any way? However, always consider this type of reprimand as a tool for improvement first rather than a means of ridding the company of a insubordinate individual.