>>Q. What are the dos and don'ts of firing an employee?

Libby Anderson, president of Naples-based EDA Human Resources, offers her ABCs (and a D and E) of firing an employee. She cautions that it can be complicated. "If you have any concerns, consult an attorney," she advises.

A is for accuracy. Make sure all your information is accurate, and review it, Anderson says. It might turn out the manager is misinformed. Avoid unsubstantiated information. The decision must be based on job performance.

B is for behavior. "It's not about your subjective opinion; it's about your observation of behaviors," says Anderson. "You want to make sure you can describe the behavior. It has to be documented, observed behaviors that are unacceptable to your company's standards."

C is for conciseness of documentation and discussions. Discussions with the employee are not interactive. "It's more, 'This is why you are being terminated, and this is what's going to happen,'" Anderson explains. If you're questioned in an unemployment hearing or lawsuit, the more concise your information, the better off you'll be.

D is for discussion-or its absence. "I learned long ago, in termination discussions, it's like disciplining your child," Anderson says. "There is no negotiation; you're beyond negotiation and it shouldn't be a two-way conversation."

E is for easing the pain. "Don't offer to write a reference letter," she says. Instead, sympathize and reduce the awkwardness of the situation.

Anderson says people frequently find that life is better after termination. "Often, people aren't performing because they are not happy in that kind of work," she says. "You don't do your best unless it brings out the best in you."

Q. What can be done about the co-worker who repeatedly vents personal problems in the workplace?

Renée Kennedy-Edwards, president of Coaching4Success in Bonita Springs, says it's a common problem. "A lot of people don't even realize they do it, and people typically don't feel comfortable addressing it, so it doesn't get addressed."

Making it a topic of discussion in a meeting or workshop is one way to tackle the issue head-on and potentially avoid further problems. "It's an ideal time," she says.

Offer solutions, such as training in assertive communication skills.

"It assists the victims of such negative talk with the skills necessary to tell that particular person they feel uncomfortable and would like them to stop," Kennedy-Edwards says. "You learn how to communicate your needs without offending others, and that you have a right to speak up in these situations without feeling guilty or mean."

Train your staff in establishing boundaries, Kennedy-Edwards says. "If you have a pre-set boundary for yourself in which you choose not to vent your personal problems at work, you will be more likely to catch yourself when you do. Likewise, if someone crossed that boundary of yours, you are ready to address it because you've already thought it through."

Offer assistance to employees who have difficulty focusing on their work because of their personal problems. "This can be addressed through EAP programs, counseling or personal coaching. Usually people need someone objective to talk with about their problems, and work is not a healthy avenue for that."

A point to note: Some people who lack personal communication skills believe that venting their frustrations is a way to carry on a conversation.

The bottom line, Kennedy-Edwards says, is working with your staff.

"You're giving employees the ability to handle it themselves."