Talk with your Hr department for support. Principle #1: Estimate your risk of lawsuit before sacking. Today you risk lawsuits for terminating an employee the wrong way. The employer sacked her for misbehavior and job desertion after a 3-day investigatory suspension. This is one really good reason to terminate a difficult employee without delay. Management may think the final paycheck and whatever dismissal wage required by law is enough. o Is your papers inadequate for the firing? The best way is to give them the notice in person, or to have an internal worker hand them the sealed envelope with their notice inside and obviously not labeled. There have been cases where a firm failed owing to constant rumors circulated by personnel and other internal sources. You can ask another line manager or Hr professional to look into it. Since most employees are good and hard workforce, it's to everyone's best interest (both personnel and managers) for companies to share honest opinions about ex-workers.

Normally, any worker, whether a "problem" or not, needs help to improve productivity and behavior. At times, the manager is the problem. You can also use this meeting to gather insight from separated employees. This training can come from you, from the insubordinate employee's coworkers, the firm's training programs or from an outside trainer. My goal was to keep you out of legal trouble, save your small company from a costly law suit and make a tough dismissal as easy as possible.