Make sure you check off the dismissal reason and there is room for management to give a full account of the incident that led to the lay off. o The higher the firing risk, the higher the chance a improper lay off suit will derail your career. Often, you don't have to separate because the pressure forces the jobholder to resign. The day before the lay off, you inform your IT, security and accounting people. Since this is such an important step, you must plan what you'll say to the worker. o The laid off employee thinks he's better than he is and can't believe he caused his own lay off. You can also question the employee about why he or she needs to be bad to your instruction. Probably nothing right now would taste sweeter than transferring the disgruntled employee to a location halfway around the world. You can include both options in your lay off notification sample and decide in each instance what is best. o What were the jobholder's excuses for the behavior? o Keys to the building and company car. o Employees of foreign governments.

Many enterpreneurs don't sack a difficult employee because they fear a litigation or other legal action. Therefore this example is a high risk separation and you must do a negotiated dismissal with him. There are plenty of resources available to help with the handling of bad employees.