Most employees know when you're close to terminating them. You might perhaps help the jobholder get job counseling or tell them where to get assistance with a resume. o A separation agreement you expect the jobholder to sign when accepting an increased severance package - Typically, a jobholder has 3 weeks to sign-up for this package. Well-written notices of separation can ease the pain of sacking. Make sure that the small company has policies that outline how you take corrective actions, from warnings to letting people go. Then you must list the reasons you are separating the worker. o Employer wouldn't or couldn't adapt to the worker's change of circumstance (for example, change of schedule to care for an elderly parent). Think through this carefully because it controls the processes you use with the worker and the time it takes to terminate. This job is the way the employee supports his family.

Frequently, this is firing the jobholder. With a low risk lay off, the jobholder is unlikely to sue and you have documentation justifying the termination for a legitimate reason. Grounds for terminating a jobholder are as varied as their faces. You then talk to corroborators, gather evidence and draw conclusions. This will likely seem like a blessing for her. When you feel comfortable with the consequences, go ahead and lay off the insubordinate worker.