Disobedience can range from failure to complete a small, simple task to belligerent refusal to carry out a job. Even if your personnel follow firm rules most of the time, you will still have management issues. You dismiss this worker on the spot. As you evaluate each piece of proof, ask yourself these questions: If the behavior remains poor, then it's time for formal escalating discipline that will likely lead to the bad employee's lay off.

But there are still people who try to place blame on someone else - namely, you as the manager. Even if you have been a small company owner or in the Personnel department for years, you should consult your firing workers manual when beginning remedial procedures. Escalating discipline is not necessary for gross misconduct, such as sexual harassment, theft, fighting, or cursing out a boss. And, after careful thought, you've decided there is no hope of rehabilitating this individual. Action that is too forgiving will send the message that you'll tolerate misbehavior can lead to trouble down the road as other personnel push to find your limits. Don't dismiss her or let her resign until she has signed a release of claims in exchange for an increased dismissal package. And you shouldn't refill the job for at least a year even if business conditions improve. Before reading a review of TREPS in the next section, let me first officially define termination risk. If you have an especially litigious employee, you must ask your employment attorney-at-law what the likely unlawful termination award is. As a manager, you can't hide from it when it happens.