You as a supervisor have tried every positive method possible to deal with a bad worker. o You wanted to rehabilitate the employee. Dismissal executive level workers can be a tiresome task. You must to prove your point, proceed with the layoff and then go about company as usual. Simply, the jobholder isn't at fault for her termination. Since these personnel did nothing to cause their job elimination, you must be more generous with them than with those fired for terrible performance and misbehavior. Yes, you can lay off even when you don't see the incident firsthand. You may also have valuable information for the fired worker on where they could find future employment.

When it comes time to sack the employee, it may be in your best interest to present all the solid substantiation you have to the jobholder during the lay off process. The actions of this worker provide enough evidence to support you if you document appropriately. You're buying an insurance policy against a lawsuit. The answer is simply to separate the jobholder. Terminating an employee based on emotion rather than sound reasons can result in serious penalties including devastating lawsuits. The same is true of the lay off meeting - never say too much. The closeness in which you were planning on sacking the jobholder after finding out about the pregnancy will not harm you in a pregnancy bias case. Generally, she'll admit fault for her layoff.