Betty Thompson, Chief People Officer at Booz Allen Hamilton, was to let go of an employee
who had been with the firm for a long time, according to the case study (Knight, 2015). Instead
of holding a single meeting, Betty decided to hold three separate sessions. Betty didn't want to
have the talk with the worker, so she stretched it out and gave sufficient indications so it
appeared as though the worker had selected to quit. The firm wasted time because this could
have been addressed in a formal appointment.
Betty may undoubtedly express her sympathies for the situation, explain some of the backstory,
and discuss the employee's remaining time with the organization. This would avoid wasting both
time and money by holding repeated sessions on the same subject.
My suggestion for this case study is to combine the several meetings that appear to be Betty's
