You've heard the advice to get to know your audience, make eye contact, don't say "um," check your equipment, and similar techniques. Here are some lesser-known suggestions that will benefit you and your audience as much as more common advice.
Clearly, some separated workforce get hostile at their separation and will try to find legal ways to dispute your cause. This assumes you have solid evidence showing the reason you're separating her (and the reason cannot be she is pregnant.) The rationale for this separation are as follows: (You should include your specific documentation here. On such occasions, it is best to have a sample employee separation notification already available. This training can come from you, from the insubordinate individual's coworkers, the firm's training programs or from an outside trainer. You're getting rid of this employee at the lowest possible cost.

You should only gather physical proof if it belongs to the firm or no one (like the empty beer bottle) and you have unrestricted access to it. Therefore, it is well to review some of the grounds for sacking a jobholder. The worst downfall of any business is not following through with the rehabilitative policies and methods written in firm manuals. o The terminated employee wants revenge on his former supervisors and company. Or, if your business is big enough, you can transfer him and give your insubordinate worker to another supervisor. Seldom is the "real" reason for the layoff an wrongful one. This is important to show the public, your workforce and a jury you didn't separate a whistle-blower for revenge. o Major horseplay (injuries and property damage). Of course, the worker will infer the "fit" problem is a pretext for an unlawful reason. To qualify for these extra severance benefits, you agree to release unconditionally [The company] and its representatives from liability for ANY claim arising from your employment including this lay off.