You should clearly make clear the problem and make the jobholder aware of the consequences if he or she does not change their behavior. Specifically inform him what he's accused of and the suspension gives you time to study the gross misconduct. These steps include deciding the day to fire, writing the termination letter, ensuring your personal security and cutting the final paycheck. You should give them a chance to change their ways, but if they don't, you should layoff them.

While you must advise them in person, a sample written letter or termination can make it easier on you and the worker. Take the time to gather necessary evidence, including an employee separation form, and call the jobholder in for a conference when tempers have had a chance to cool off. o Close the memorandum with name and title. Remember, your ultimate goal is to create a supportive environment while effectively using the worker discipline form to help keep employee problems in line. This job needs someone who makes things happen and who's not lazy." (This is an opinion and clearly references an wrongful reason. This is an incident of misconduct or bad performance similar to other recent events. Mention the warnings you previously gave the employee and how they have lead to the decision for lay off. o If you're disciplining instead of firing, you should write the final written notice according to the guidelines of Chapter 6. They should decide how they should discipline the worker or whether they should lay off the employee. Second, professional conduct reduces the possibility of legal ramifications that may come out of firing workforce. o Inform the jobholder you're her contact person for any more questions.