More importantly, the removal of the insubordinate employee will give you more time to run the company and upgrade results. This gives them time to prepare. To discipline an employee suitably, you must follow a process that gives this person chances to fix her or his behavior. The worker may worry unemployment compensation isn't enough money or that he doesn't qualify. Mention the warnings you previously gave the worker and how they have lead to the decision for lay off.

When the jobholder's conduct would damage performance or lead to general mutiny, it should be dealt with as gross misconduct. Record anything significant the separated employee said which would affect a unlawful dismissal case. You will have to tailor this sample for each person case. Most workers respond well to a boss respectfully correcting a performance problem before it gets worse. You have heart-to-heart talks with him about his work performance and conduct. This leads to the jobholder feeling you didn't give him his "due." In such cases, suspend the employee for 3 days with pay to let everyone's emotions cool off, carry out a fair examination and prepare a proper dismissal. Speak directly to your worker and make them understand they should change their behavior. So it's best to treat her as a medium-risk dismissal and give her some extra money in return for a release of claims. One of the first questions many former workers ask during the exit interview involves unemployment compensation. Make sure you get the jobholder's side of the story. No matter how small the change, your personnel will now feel insecure and often even resentful.