Part of these rules should be to meet with the insubordinate worker. Many bad employees have trouble with authority, which could be hard coded into them, or it could be a response to outside circumstances. Clearly, you shouldn't reassign and transfer a difficult worker who's a thief or is violent.

This is especially true if you are separating the worker who "for cause" (intoxication on-the-job, sexual harassment, physical and verbal abuse, theft of firm property, and the like). Once you have the worker's signature and your own on the notice, you should make a copy for the employee and one for your records. Under ADEA, a separation contract must say specifically. You could, unquestionably, layoff people in a group meeting. Make sure you list telephone numbers useful for the employee. Their contract which is a legally binding document spells out their terms of lay off. What can't be solved with a jobholder warning form? Probably, you'll digress from this agenda to adapt to the jobholder's emotional state. To help in a legal action, you should impound the employee's computer. This is much like the negotiated dismissal we reviewed in Chapter 4 except you don't pay a severance and you don't get a release. o The employee knew you could fire him for violating the rule or instruction. o Suppliers the jobholder interacted with.