A critical step in this lay off program is writing a lay off memorandum. A pattern of this behavior includes personnel 'forgetting' things they've been asked to do or "not hearing" your directives. Most small business owners assume that a worker leaves because they are moving to a bigger business with advancement opportunities, or because they have found a better paying job. As far as terminating workforce and employer conduct goes, this is the safest bet to ensure that both parties will end up happy with the result of a sick or injured worker. If for some reason, you're even just a little untruthful, be sure the worker's legal counsellor will use it to prove improper bias or motivations. If you're a Human resources Manager, on the other hand, this responsibility may rest on your shoulders as well as on the shoulders of the other supervisors in the small company. Even a chronically late problem individual can cause safety problems as other workforce try to pick up the slack or to speed up and catch up on production when the worker lastly makes it in. But, you should prove that you tried to train this person. Having a management witness may enrage the jobholder and make the following negotiations more difficult. A brief set of notes will help you be sure to "cover all the bases" when you call the jobholder in for the termination interview. Here is one sample memorandum you might use when terminating a jobholder for poor work quality. (My favorite is Option 2: Downgrade the Risk before Lay off.)

A Review of the worker Layoff Notice. If the worker performs wrongful acts, is violent or jeopardizes the safety of other personnel, you have the right to lay off them right away. As you can see, the difficult worker gets 3 chances to increase before you layoff her.