If you're an Hr supervisor, this may be as easy as contacting a higher authority, such as a Vice President or President of the firm. Here the manager may dismiss the worker with cause. I must tell you that due to your misconduct in the form of (state here either business theft or misuse of company property), your employment with (firm name) will be dismissed right away. And, if you're firing for an illegal reason, you'll at least know you're inviting a law suit. Although this is an verbal notification, you should record the date of the conversation and you must notify the employee the conversation is serving as an oral notification and following late arrivals to work will result in a written warning. You might even find yourself battling legal charges if the jobholder feels that your layoff was discriminatory or that your layoff did not have a solid basis. You also need to prepare for the severance terms you are willing to offer and prepare the firing notice and separation contract. A fair investigation means you get the jobholder's side of the story, talk to other witnesses and gather physical evidence (if any) in a proper way.

Ask questions about both supervisor-worker communication and employee-worker communication. Don't let a bad worker ruin your bottom line. This is where a worker separation form comes in handy. It's best for your Hr department to keep the papers because the firing supervisor may leave the firm, and the records may become lost. Further, the unsafe actions of the worker can also lead to other workforce being injured. It is hard to be tactful when sacking employees if you're uncontrollably angry or upset about the problems. For example, if the employee is on notice for excessive personal phone use and he ignores the warnings, you'll probably lay off him within 1 1/2 weeks. Finally, the most common mistake I hear is something like, "We fired Joe because he just couldn't get the job done." You now know this isn't a layoff because you are not sacking Joe because of a firm need.