To combat this sack, it's important that you make an example of a jobholder committing the theft through quick punishment. This training can come from you, from the insubordinate employee's coworkers, the firm's training programs or from an outside trainer. This would include a copy for your records and a copy for the worker listing the amounts stolen and how you took this from their pay.) Sever ties right away and the employee who committed the theft will not have an excuse to return to the building. This knowledge will aid you plan your strategy for getting rid of the insubordinate employee. Terminating employees is an emotional minefield not only for the employee, but also for you. o Put all the worker's take home materials (termination notice, separation agreement, COBRA notice, final paycheck and severance check) into a folder for easy access. Most disciplinary actions for a disobeyed order should fall between the lines of a written warning, suspension from work, relocation to a different organization or even separation if it harmed a coworker or it seriously affected the firm. Only you, the employee and the corroborators should know what's going on. Likely the stories from the accuser and the accused workers will differ. o No opinions about the jobholder or her motivations.

Your chances of winning are almost nothing. Often, senior executives have contracts which specify the conditions for termination. The dismissal package need not be elaborate to create goodwill, but the absence of such a program will not go unnoticed by either the laid off worker or those with whom he or she makes later contact. One of the hardest jobs of a business owner or Hr Boss is dealing with insubordinate employees. Your next step is to consider what the disgruntled worker has told you and decide whether the circumstances need a warning. Not only do you want the notice to be sensitive to the worker's feelings, but you also need to give detailed grounds for the termination.