For whatever reason, a insubordinate individual is not producing the quantity or quality of work they must to remain a part of the department. It's true whoever has the most evidence wins. After you have recognized the emotional circumstances, you should get the department looking forward again by presenting the firm's new strategic direction. When you have given multiple warnings to a jobholder for the same problem, it may be time for the small business to cut ties with this individual. Following the firing Risk Estimate & Protection System(tm) in Chapter 4, you decide this is a medium-risk termination, and you'll offer her extra severance in return for a release. If the worker is in violation of any of the infractions that result in dismissal, you're dealing with termination for cause. In this case, you should negotiate a settlement and a release of claims before you layoff. If the employer chooses not to write the notification, a Human resources manager should do it. And, when you lose the litigation, the judge may force you to pay for the ex-worker's attorney as well. If left unchecked, it can snowball into a major problem that affects more than just one employee. An employee firing form also helps to ensure you don't lay off a worker on impulse. Disobedience is a term used to describe when a jobholder refuses to follow orders.

If it's based on the work performance of the person's entire department that you are laying off — then say those. Indispensable worker syndrome is a owner's (or any supervisor's) fear that a jobholder can't be replaced because he uniquely contributes a large share to the business's results. But it is wise to have the case thoroughly documented. If management normally accepts this language or even uses it now and then, they can't consider the jobholder bad.