You present the memorandum at the lay off meeting the day you separate the employee. Nothing is more frustrating to you as an employer than employment insubordination. When she asks what it's about, tell her, "I want to speak to you about a substantial employment matter. This gives you extra time in case the lay offs spill over into the early afternoon. You should not get emotionally involved with the difficult behavior. Second, the people who own and manage most companies are similar to their former workers. They want to show the jobholder (and a jury) his job is in jeopardy. Terrible productivity is as simple as it sounds. Your people are only giving reference interviews for "good" ex-personnel. When I got back Tuesday, I had 3 voice mail messages expressing anger and disappointment about missed Monday meetings.

Whether the company is large or small, make sure your terminated worker keeps their dignity. You follow this with a written warning, a final written notice, and then dismissal. o The sacked employee wants to work "the system" and make money off his termination. This will help not only the worker, but also the manager and the workplace esprit de corps. Only you, the jobholder and the corroborators should know what's going on.