For the employee that is genuinely incapable, he or she can easily become an bad individual - even if it is unintentional. For example, you must give an oral notice to the worker the first time they are late and the matter discussed with them. Make all efforts to keep your evidence factual, objective and accurate. Remember when discussing the circumstance with a jobholder to continue to reiterate why it is important that they don't behave in this way. Document the termination through progressive discipline or inquest of overwhelming misbehavior. It's a good idea for all employers to have standard layoff methods in place. If the worker believes the problem you are having relates to his or her disability, you should address it now. Owners and managers dole out worker reprimands many different ways, but by being up-front with personnel about the rules, enforcing those rules and fostering group spirit in the workplace, many workers will react positively. If you feel the employee was genuinely hardworking and honest, you must offer to write a letter of recommendation or act as a reference for future employers in the job search. Worker misbehavior often takes the form of disrespectful attitude and behavior.

Obviously, the previous manager didn't have the guts to tell this guy about his terrible productivity. Here you give the disgruntled individual a voluntary choice to leave the business with a big discontinuance package. Although the business likely has a "name, rank and serial number only" reference policy, likely your managers and employees are giving reference interviews against the policy. Also, you might find your problem employee is a better fit for another job within your business. Difficult employees, in particular, resent any kind of feedback. I regret that it has come to this.