And they'll react the same way as a regular employee to separating for "no reason." Even if your employee handbook or collective bargaining agreement says you can layoff a probationary jobholder for any reason, be sure an opportunistic legal defender will take her case. In an ideal world, everyone in the business community would benefit from giving and receiving references. It's not any secret she and I had our differences about her job performance [or conduct.] We followed all the business's policies and procedures, but it just didn't work out. During this meeting, you tell the employee more about her discontinuance package and ask in return for information to increase the small business and legal positioning. (Here, mention all the rationale for the firing as well as warnings you gave to the worker). And it is not the place to speculate about what caused their behavior.

And, since you forced him to quit, you're open to a improper separation suit. Misbehavior Forms - First Line of Defense. But don't forget to inform them of the jobholder's lay off. It is an intimidating action to do at first, since you're sending a separated employee into unemployment. Don't ignore it because you fear an explosive circumstance as your problems will continue to grow worse. It's also best for the insubordinate worker since it will be better for them to find a job suited to their skills and motivations. Do not shove the dirty work onto someone else's shoulders. An employee can be separated after engaging in insubordination just one time, but you should be sure to complete a thorough examination proving your case before sacking the employee. It is best to involve Hr and your chain of command.