Then explain why you have such confidence in that individual's abilities. This tells the employee where her or his shortcoming is and how you expect them to improve. When downsizing a firm, there may be some legislation that mandates time allowed for an employee notice of layoff. This could include dismissal. Terminating a jobholder has far-reaching ramifications beyond seeing the back of the individual leaving your building and knowing what to say when that program becomes necessary is a substantial matter. This is important to make it legal and fair. You also offer to help him increase through training and coaching. Since this is a discussion, you don't need a management witness as in a traditional termination meeting. Should the need for downsizing coincide with culture problems within your department, it is an excellent tool for handling bad employees or starting change. Normally, you can find a legitimate reason to fire a problem individual. Nevertheless, if you feel that none of these are working and the only solution is lay off of the involved employee, separate the worker before he or she further harms your organization. While you don't need a termination memorandum, you'll need a release.

They will tell you to document performance problems, give chances and then layoff. not just the insubordinate employee's. You will need it if the employee files a legal action or grievance for a illegal separation. See Tool #3 in the worker Lay off Toolkit for layoff letter templates.