Because insubordination isn't always as it seems, I recommend you place the disgruntled employee on a 3-day investigatory leave to gather the facts. Sacking an employee for alcohol abuse is tough, but not impossible. It's unlikely you'll have a violent terminated jobholder since most handle the firing calmly and maturely. If you fire an employee for this particular misbehavior you had better have papers. As long as the outside behavior doesn't affect their work performance or the productivity of the business, you can't fire them without fear of a improper termination lawsuit. Tell the co-employees (the survivors' meeting). For example, the supervisor can rate the jobholder from a 1 to a 5 where 1 is an excellent employee and 5 is someone who wants continuous coaching and retraining. If counseling and warnings fail, the proprietor or Human resources director must layoff the problem individual and hire a better person for the job. Although there wasn't enough substantiation, you expect the employee will never again even appear, to break the rules. In this case, an exit interview policy will make it far easier for you to let go a jobholder that just isn't working out for you and your small business.

If you decide on voluntary separations, the process is similar to what you learned in Chapter 10 for high-risk dismissals. For example, you might say the worker caused great problems with her or his disposition and then describe, in detail, how it affected the firm. Document your meetings with the worker and document any programs he or she must attend. Terminating A Problem employee Without Fear Of An employee termination Penalty. For helps with these sticky situations and advice on how to make the layoff method go smoothly, a terminating workers manual can be a life-save. Personnel mostly have questions about benefits and insurance.