Remember your ultimate goal is to create a safe and productive working environment for all workers. This will let you create a safe environment for you and your workers alike, as each of you will have a sense of security about the other party. o Dishonesty on important business matters. Tactful language and allowing the worker to leave the business with dignity in front of co-personnel are important. You should also avoid showing remorse or pity in the notification and your dealings –this implies that you feel that you are acting wrongfully. Therefore this example is a high risk layoff and you must do a negotiated layoff with him. These may include warning forms, remedial action forms, company standards that show actions resulting from excessive absence as well a final paycheck or nondisclosure agreements.) You should have a legitimate reason for separating the worker, and you must communicate this reason to your worker.

Your workforce will likely have a mixture of feelings about the dismissal of the high level worker. Since stopping reference interviews for "good" workforce is almost impossible, you should give reference interviews for every employee (good and bad) following the guidelines in this chapter. This means you must develop standards for employee termination and apply them in a consistent, but fair manner. What leads up to employee separation can vary from company to company and scenario to scenario. Not only does the firm sacrifice productivity, but the victim of this gossip may claim the company and its management have violated their rights. This separation notice is a substantial legal document proving that you did not lay off the worker for unlawful reasons. The first step in to correct disobedience is clear, concise communication to the employee.