According to the theory, the employers do not have to explain why they separated their employee. In the worker reprimand you should state what the expected performance is and what the consequences will be should the jobholder fail to meet it. If the "bad apple" continues the bad behavior, you must give a final written notice. However you decide to fire personnel, you should do it consistently.

Clearly you should do this in private, giving the jobholder opportunity to vent her or his feelings. Document each meeting and make clear the corrective actions the worker should take. You must prove that you have made reasonable concessions to accommodate the worker's disability. Separating an employee seems as easy as saying "you are laid off" but this simply is not the case. But passive insubordination is more subtle and difficult to identify. Having a sample memorandum of insubordination on file can assist you through most gross misconduct issues. Keep the following question in mind when performing a layoff, "How would I like the business to treat me if I were the one being dismissed? If the company policy allows for a warning on first offense, be sure to place that written warning in the employee's file. Have a representative review the letter and make sure you're following proper company methods. It is important that you gather all prior documentation on job performance and rehabilitative measures. In Melanie's circumstance, she had enough of the terrible performance, but like many small business owners she had no experience dismissing workers.