(You may want to state here proof to support the claims of any worker stealing or misusing business property. First, you have a fixed policy, written or unwritten, of giving a severance on separation. He improves his bad performance or behavior long enough to get through the warning period and then "backslides" 3 months later to his old ways. As an employer, you will find a notice of lay off helpful. A laid off worker is for the most part not angry. At the end of the dismissal meeting, you have covered all bases with the worker so both you and the jobholder should fully understand why the termination occurred. * Firm name and address of the layoff site. But it's rare the "bad apple" miraculously becomes a model worker, so the chances are good you can build a strong case for layoff. For progressive discipline cases, the employee gets 3 warnings before dismissal.

Separating a jobholder is a difficult task that no one enjoys having to do. If you have an problem worker, you must address the problem and deal with it swiftly. As other personnel see the disgruntled employee "getting away" with being misbehaving, they become more inclined to behave in that manner as well. As long as the outside behavior doesn't affect their work performance or the productivity of your company, you can't layoff them without fear of a improper separation legal action. If the bad behavior continues, the worker forces you to the next discipline step, the written warning. Probably you are not off the hook if your business has less than 20 personnel. In short, you do not have to go through two or three counseling and reformatory periods with an employee to separate him or her.