Before ever sacking a jobholder, you must set up company policies and procedures. After you hear all sides of the story, then make your dismissal decision. Also be aware that laid off workforce may act irrationally.

Separating such people may involve a security risk to your small business if they hold keys to buildings, file cabinets, or desks. If negotiations break down and a suit is probably, let me give you a little trick to limit your damages. If theft occurs again, you should sack the jobholder right away. Her attorney-at-law tells you the "real" reason you fired her is because the firm expected her to sleep with the CEO or the VP of manufacturing to keep her job. First, the jobholder desires to take law suit but you have a good chance a legal counselor won't take his case or the jury will rule in your favor. When you have a bad employee, you must carry out the worker layoff program suitably. Lay offs may also signal more serious problems at the business. If you find the fired employee has gotten her legal counselor involved unexpectedly, just make a change. Also include and information on a severance package or any other monetary considerations. Instead we are talking about terminating workers whose work performance is poor. I recommend you send a hard copy of the firing documents (termination letter, separation settlement, COBRA notice, final paycheck and severance check) to the worker's home address by certified mail, return-receipt requested. And, this will mostly be your triggering event.