While managers may need to know the general process for separating a subordinate, they don't need the details of every type of dismissal. The question I'd like you to consider is, "What would our separation package need to look like for you to separate from the firm and start a new assignment somewhere else? No one gets rich off unemployment compensation. Therefore ask questions like these. Most importantly, you must know the employee's emotional state. Since stopping reference interviews for "good" employees is almost impossible, you must give reference interviews for every employee (good and bad) following the guidelines in this chapter. Some of these terms should include the use of drugs or alcohol on-the-job, disobedience of a supervisor or firm owner, failure show up to work or physical, verbal or mental abuse of another worker. With gross gross misconduct, the employee shows a lack of respect not only for the boss, but also for coworkers and the company at large. When the employee owes you money other than the guideline deductions, don't take off these amounts from the final paycheck. Once the notification is ready, have your legal department, or independent legal counsellor review it. When using insubordination forms, make sure you have convincing substantiation the employee committed the disobedient conduct in question. When it becomes necessary to separate someone, another question you should ask is, "How will this affect the remaining workforce?

o Employer wouldn't or couldn't adapt to the jobholder's change of circumstance (for example, change of schedule to care for an elderly parent). You seldom want to sack an older jobholder just because she's old. You should put him into escalating discipline, set reasonable job standards, and give him time to improve.