o Option 9: Demote The worker. You should not give your opinions about why the jobholder failed to follow procedures or to work up to expectations. Most of the time difficult employees cause poor work performance, and bring down the esprit de corps of the work environment. There are three major items that you, the manager, must remember when separating an employee.

o If the worker is due a raise or a promotion while in escalating discipline, cancel or delay it. You'll have to face workers who have been hardworking and loyal to your small company and tell them that you no longer need their services for an indefinite time. The odious task of separating a jobholder in is not a pleasant experience and you'll need to think it through and prepare. Second, professional conduct reduces the possibility of legal ramifications that may come out of dismissing workforce. Step 2: Get the difficult employee's side of the story. o Be quick to examine any gross misconduct on the jobholder's part. You must give copies of all written warnings to proper heads of department, management, and certainly the jobholder. This training can come from you, from the insubordinate individual's coworkers, the firm's training programs or from an outside trainer. You must have your signature block and be sure to sign and date the memorandum. o Allow the employee to keep or buy company car. Once you decide this is a low-risk layoff, you dismiss immediately and give your guideline discontinuance package to the jobholder.