Her representative should be a worker, and her attorney can't be the representative. (Certainly, when the small company already has policies and procedures about dismissals, these supersede the list below.) If for some reason, you're even just a little untruthful, be sure the jobholder's legal counsellor will use it to prove unlawful discrimination or motivations.

Don't e-mail (or fax her) the termination documents until you have told her she's fired. Get an original signature from the person that he or she received the letter. By keeping a letter or template, you can efficiently dismiss the worker who does not show for another shift. If you're sure that this individual is creating a poor work environment or detracting from the goals of your small business, then you shouldn't hesitate to let him go. However, if you believe the jobholder's productivity can be altered, counseling employees is an intermediate step before firing. And, you can retreat to your office if the worker "desires a moment" during the lay off meeting. (Likely these steps will be consistent with any investigatory policies you have.) But if you don't have a policy, then this process is proper for any gross misbehavior inquest. Notification #3: "Low Risk" Separation Notification - Layoff On the account of Business Need. A third type of employee misconduct is when the employee has excessive absences either excuse or unexcused. I cannot stress enough the substantiation supplied must be solid and clear. Disobedience and worker problems go hand in hand. Life is too short to deal with a bad employee permanently.