But do these disobedient personnel have another side to them? If their addiction is not longer a problem, this is not a valid reason to not hire this qualified individual. It should accurately reflect the small company's termination procedure. This letter is our separation document. Be clear, you still have a problem as this jobholder is probably a difficult person to manage, but this is not a case of insubordination. I recommend treating a difficult individual well because it makes financial sense. Your company should have a system in place to confirm the accuracy of the firm's accounts.

A less severe form is a "layoff", which means the dismissal is on the account of corporate restructuring or external firm forces. With the sue-happy nation we live in, it is easy for a laid off at will employee to bring a case against you and claim that you had no real ground for lay off. By answering a few questions, you can develop a decisive, short speech to give the jobholder, which will help relieve any turmoil afterwards and give insight into why you are dimissing them. Anyone who has been in business for any time at all will inform you that sooner or later you're going to face the sticky problem of handling bad employees. If the jobholder sues the firm for wrongful layoff, the letter becomes a legal document. He knows both you and the jobholder are not legal counselors and won't expect you to act like one. Be genuine in your approach, and there's a possibility the dismissed worker will sign the agreement during the exit interview. Since you detailed everything, it will be hard for them to turn around and say they were fired for no reason.