Principle #2: Documentation is not always good. No matter how small the change, your workers will now feel insecure and often even resentful. You will be less likely to make any comment that a jury could hold against you later if the jobholder files a unlawful dismissal suit. You must ask the worker to sign any written notices especially those stating that their job is in jeopardy. The difficult worker can be outgoing and blatant or passive aggressive. To offset this potential claim, you should attach the following cover note to your letter of recommendation. Now that you're adequately prepared for the lay off meeting, the next step when dimissing personnel is to schedule the meeting. This honesty almost never happens with personnel still on the payroll. Similarly, there will be certain special considerations you'll need to take for personnel based on their disabilities. This formal warning should show that you talked to the jobholder about the problem and that he or she is aware of it. Whether the boss should use escalating discipline such as warnings or letters of reprimand or should separate the worker, depends on how the employee disobedience occurs.

We briefly covered gathering documentation using escalating discipline and investigations in the last chapter. To give yourself your own legal recourse, make sure you always use a well thought out, professionally written notification of dismissal. o Threatening to sue you or engaging a legal counsellor against you or your small business. Poor job productivity, poor behavior, or company changes are all valid reasons to terminate workforce.