Let me give you a list of resignation circumstances which most unemployment administrators would consider as "just cause" and grant benefits to the worker: Give 2 or 3 chances with formal warnings to improve before sacking. As a small company owner, it is probably that you'll not have a Personnel representative or a third-party contractor that will conduct exit interviews. Even though some offerings like severance pay are not necessary, they make the layoff process go much smoother.

For example, the dismissed worker may return the company's property she has at home. Explain to the worker that you have their personnel folder in front of you and that you have some bad news for them. He knows both you and the employee are not legal defenders and won't expect you to act like one. The act of taking an employee aside and criticizing them can be stressful and sometimes backfire. Also, you might find your disgruntled individual is a better fit for another job within your small business. Illegal Conduct/ Whistle-Blowing/ Suit. As part of your increased discontinuance package, you would add more time to employee's service so she can qualify for this benefit. Because overwhelming misbehavior isn't always as it seems, I recommend you place the disgruntled worker on a 3-day investigatory leave to gather the facts. Dealing with difficult employees is perhaps the hardest part of running a company. Its goal is to "fix" the disgruntled employee. Even if you have been a small business owner or in the Personnel department for years, you should consult your separating personnel manual when beginning rehabilitative procedures.