As other personnel see the insubordinate worker "getting away" with being bad, they become more inclined to behave in that manner as well. In addition, it should explain your guideline guidelines for job termination. As I stated obviously in your final warning, you were to (list specific expectations) to correct (the performance related issue).

First, your other workers may believe you're discriminating against them when you come down on them and don't come down on the bad individual. Besides guiding you through the steps necessary to dismiss the worker, the dismissal workforce manual should explain the grounds for each step. It is far better to be safe than sorry when dealing with potentially difficult workforce. Find out the problems with your case and take some time to fix them. For example, for a oral notification, it may be violating an important safety rule or culminating many missed deadlines with a recent failure to meet a substantial one. If the written warning does not work, you must fire the person. Even if you are not the one who has suggested the dismissal, you may quickly have to create a lay off letter that covers all points before security escorts the worker off firm property. Handing over the firm property is a physical sign the firing is a reality. Lastly, insubordinate employees will often threaten you with a legal action if you terminate them. If you are uncertain about how to go about these activities correctly, look into getting a book that provides you with practical information and examples on employee termination notifications and separation meetings. But now and then circumstances force an employer to fire a worker. Keep a dispassionate but concerned tone, and your separation memorandum sample will be just fine.