If a worker does not comply with your policies and processes, make sure to document the offense. However, if you terminate an employee because they constantly miss project deadlines, this is reasonable and unbiased. (Unquestionably, you should document all this bad behavior when the meeting is over as it'll prove you were correct in dismissing her.) Don't take it personally and don't react to her taunting. Because the worker is acting on the behalf of his coworkers, you can't fire him for his e-mail without violating the law. If the jobholder fails to upgrade after a series of warnings, then it is time for you to fire her or him. All employers should have the Personnel department draft a notification of dismissal sample for future use. Every time the worker does something that warrants reformatory action, you should inform them not only what they've done wrong but also what the consequences are for not correcting the behavior. For example, the employer may think the jobholder has some insights into the department's declining morale and can aid you devise a question to get this information. In the past, I've had a supplier call me within an hour after dismissing a worker. If you are not going to enforce other rules, what is to make the worker decide to wear proper safety equipment and to follow other safety methods? Finally if you feel the need to fire the worker because of many small incidents, you must attempt to isolate the underlying reason behind these reoccurring problems. If you feel the employee is sincere, and their behavior is correctable, then you should decide on steps to increase and motivate them.

Get an original signature from the person that he or she received the notification. For these workers, you should mark them as medium-risk. I'm a turnaround consultant and the author of the best-selling, "The Insider Secrets to Saving The business: The Step-by-Step Turnaround Guide." (www.turnaroundcentral.com) In case you don't know, turnaround consultants save failing companies from bankruptcy.