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HUMAN RESOURCES

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A brief overview of how one businesswoman handles her staff after dismissing an employee.
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CEO's Notebook

Like most businesspeople, Jenai Lane of San Francisco­based Respect Inc., a producer of jewelry and accessories, doesn't relish the idea of letting employees go. After she fires someone at her close-knit 10-person office, Lane holds what she calls an emergency powwow. She asks employees to say what's on their minds about the dismissal.

"It takes a little prodding, but it's good to get people's feelings out in the open," says Lane, whose company projects 1996 sales of $2 million. To help employees understand what's expected of them, Lane writes job descriptions for new workers and switches from quarterly reviews to monthly reviews if employees fail to meet job requirements.

Last updated: Dec 1, 1996




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