o For poor productivity: You fairly evaluated the jobholder against a reasonable job standard or expectation. Your exit interview policy should include precise steps you, or any manager, should take when terminating an employee. The next best reviewer is the insubordinate employee's hiring boss. This is especially true when this is your first layoff as a terminating boss. This means giving workers an opportunity to redeem themselves after you have taken reformatory action against them.

With gross insubordination, the jobholder shows a lack of respect not only for the employer, but also for coworkers and the firm at large. o A discipline meeting with a final written notice according to the Chapter 6 program, or. Make your argument; be detailed but concise, and go on about the business. When you need to layoff or RIF (reduction in force) several personnel at one time, the procedures are different from those of a single firing. o Your employee handbook, application, offer notifications or other employee communications say you'll only separate for cause. When you lay off for bad reasons, you'll likely be in court or settling for an absurdly big amount with the insubordinate worker. Whatever your guidelines, you hold ALL your employees to them using escalating discipline. Therefore, it will take you 9 months or more to dismiss an executive when you follow progressive discipline and give 3 warnings before dismissal. To separate a worker, a person must stand strong, work within their policies, and provide a clear message to the sacked employee. Then you should obviously state these rules to all workforce. Sometimes, the employee can't get along with their coworkers, displays insubordinate behaviors towards the supervisor or just can't do the job.