You should have already carefully put thought into this before the firing and there should be no reason to change your mind. Often insubordinate employees will respond better to a supervisor who keeps an "open door" policy and invites comments and dialogue. Most employees think, "It could happen to me." You may need to reassure them and calm their fears. You can never be too careful when firing a worker and when developing an exit interview policy - your small company depends on it. While a dismissal is always a regrettable and naturally emotional, it is far better to give everyone a day or so to cool off before beginning the lay off. Tip #2: Take at least 9 months to fire using progressive discipline. You'll win or lose in court based on the credibility of your layoff reasons. To discipline a jobholder properly, you should follow a program that gives employee chances to fix their behavior. You can lay off the employee when you're done with the preparation procedure. The closeness in which you were planning on separating the worker after finding out about the pregnancy will not harm you in a pregnancy discrimination case. The employee may think your first offer is firm, or he just may be insecure about his prospects in the job market.

Of course firm can't come to a screeching halt because one individual must be let go. This is especially true if the new worker rejected other job offers or had to move to join your business. These may include issues like endless tardiness, unreasonable absenteeism, consistently poor work quality, use of illegal drugs on business property, acts of violence while on company property and many others. So, if you fired the worker for misconduct, you can legitimately fight the claim.