Classic examples of this are workers who are attending marriage counseling or going through a divorce. However, when these fail, realize you may have to lay off the employee involved. If you find these allegations to be true, you must offer to rehire the fired employee if she was a victim of the discrimination. As a proprietor or human resource personnel, you should find your threshold then decide a course of action for what some believe to be the "hardest" part of the job-firing the unwanted employee. After you investigate for misbehavior or reach your final step in the progressive discipline process, it is time to prepare for the lay off. After the early pleasantries, you tell the high-risk employee right away you're offering him a package. Experts suggest several procedures to protect the firm so there will be as few lawsuits or other legal maneuvers as possible by former workforce. It's unlikely you'll have a violent sacked jobholder since most handle the firing calmly and maturely. In Tool #5 of the employee Termination Toolkit (at the end of this book), I give you some sample questions for a "resignation" exit interview. For example, if an employee punches you in the face, you might assume this is a clear case of insubordination. Go over the reference letter.

But, it can happen, and you do read about it in the newspaper. Dismissals may also signal more serious problems at your small business. If you find the terminated employee has gotten her attorney-at-law involved unexpectedly, just make a change. Labor disputes can be costly in both your time and money, and a little planning during the firing program is necessary.