Unless the small company is small, you can't personally layoff everyone in just one morning. Dimissing a worker can happen when you're ready. You must ask the worker to sign any written notices especially those stating that their job is in jeopardy. Never depend on the formal definition of this law to protect you from a wrongful layoff lawsuit. Of course, these incidents should occur reasonably close together to warrant termination. The written documentation about the firing should ideally include a series of progressive discipline actions. There are various degrees of insubordination, and you should not handle every case of gross misconduct the same way. Thank you for your time at our company and best of luck to you in the future. Now and then managing a jobholder is difficult because this person's personal life is affecting his or her behavior at work. More importantly, you should include facts that back up your reasons for sacking the employee. While building the case against the jobholder, keep Hr and your boss informed of all significant transgressions by the insubordinate worker.

Second Method: Track Productivity. Since most workers are good and hard workers, it's to everyone's best interest (both personnel and managers) for companies to share honest opinions about ex-personnel. This is why I developed my Separation Risk Estimate & Protection System(tm) to show clients how to layoff personnel with different risk profiles. You must make clear the problem and how you expect the jobholder to fix it. When you have used my techniques for a lay off, please send me a quick e-mail.