In addition, if the difficult individual is violating safety methods and hurts someone, a court will find you liable. Lastly, this warning should obviously spell out what will happen if the jobholder chooses to break the rule again. If you must terminate someone for an wrongful reason or a stupid one, then follow the program for high-risk dismissals. In this article, I discuss 3 issues which can hold a owner back from firing a bad individual. Even when terminating an "at will" employee, the boss should exercise care in wording the grounds for the layoff. Although you can't prove the gross misbehavior, the employee still has a performance problem. For escalating discipline cases, the jobholder gets 3 warnings before lay off. In short, you should give the real reason regardless of how hard it's on the employee. (When you're not the sacked employee's supervisor, be sure you bring the employer as a witness.) As a supervisor, you must eventually make it clear to the jobholder that their work should take priority during company hours. Here's the good news: No one (including God, a jury or your management) will condemn you for reaching a reasonable conclusion using a fair inquest and evaluation method. But when you don't have a discipline policy, you must use this method.

It's better to move forward and focus on the future direction of your business and organization. (This is a little bit like reassignment, but it works.) Ask about and listen for mitigating causes or for substantiation proving this was less than insubordination.