Scenario
I am a department manager in a mid-sized company that provides technology support services. I have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service. One of my employees, who has been with the company for two years, is performing at a substandard level and I have received numerous complaints from customers and coworkers. In addition, this employee has displayed confrontational behavior, which has created a hostile environment. I must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal.
Sandwich the News
I am a department manager in a mid-sized company that provides technology support services. I have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service. One of my employees, who has been with the company for two years, is performing at a substandard level and I have received numerous complaints from customers and coworkers. In addition, this employee has displayed confrontational behavior, which has created a hostile environment. I must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal.
Sandwich the News

Find the Good
I would approach this employee by asking him to meet with me in my
office. I would begin by thanking him for his two years of service and
commitment to our company and stressing the value I place on him as an employee
and as an individual.
Be Firm But Unemotional
Be Firm But Unemotional

Barring any of these, or even despite them if that were the case, I would explain it is necessary to come to a speedy resolution. I would tell him that his confrontational behavior is unacceptable and a violation of the terms of his employment.
Anticipate Reactions
Based on his recent behavior, I would expect
the employee to become defensive and belligerent. I would expect him to
overreact and in essence validate my need to speak with him in the first place.
I would counter by explaining that it is exactly this behavior that is
increasingly causing incivility in the workplace.
“Incivility [sic] is characterized by intent to harm either specific individuals or the organization. Incivility manifests itself in behaviors that demean the dignity of others and violate broad social norms of mutual respect” (Shockley-Zalabak, 2012, Page 287). I would ask him if it was his intention to do so, since this is the perception of customers and coworkers.
Offer to Mediate
I would offer to mediate if necessary to resolve issues between him and his coworkers. I would stress however, that effective immediately he would be on notice that there would be zero tolerance for his aforementioned behavior moving forward and that failure to correct his behavior would result in his immediate termination.
Back to the Good
I would remind him of the qualities that made him such an excellent candidate for his position initially, and encourage him to dig deep and try to rekindle what it was that inspired him to want to work there in the first place. I would tell him that I believe in his ability to make the right choice and to the right thing. I would thank him again for his service, and let him know I hope he will once again be the asset that he once was. “Ending on a positive note preserves the established goodwill. You want [him or her] to feel favorable disposed toward you and to feel you care about [him or her]” (Roebuck, 2006, Page 89).
References
Roebuck, D.B. (2006). Improving
business communications skills (4th Ed.). Upper Saddle River, New
Jersey: Pearson Prentice Hall.
Schockley-Zalabak, P. S. (2012). Fundamentals of organizational communication: Knowledge, sensitivity, skills, values (8th ed.). Boston, MA: Pearson Education, Inc./Allyn & Bacon