Definition: Given a real-life anecdote of a complex ethical situation, generate a suitable title that describes the main event/root cause of the situation. Imagine that the given text is a social media post, and you have to write the title of the post, so the users can decide to read the main text or not.
Input: Due to lack of engagement and accountability failures from the previous manager and supervisor, I was asked to take over a safety critical team to improve compliance and accuracy.

Under the previous leader a particular individual was thought of as a high performer due to his willingness to take on a broad range of tasks so the previous leader could sit back and relax. Additionally, this employee was asked, by senior leadership, to be the interim supervisor until I could get engaged and hire a permanent supervisor. However, as I engage my new role I have found this employee to be secretive regarding the execution of many of these tasks and it appears they are for a large part fairly simple to accomplish, yet not being completed in compliance with federal regulations or company policy. Therefore I removed him from the interim leadership role and reassigned him new responsibilities that were more inline with following checklists than making decisions and leading projects. 

At the time I provided specific examples of the behaviors that lead to this decision including examples of non compliance and at the direction of company attorney and HR provided a final warning letter due to the intentional nature of his bad decisions. As a result he has been crying loudly at his desk (while refusing company emotional support services) almost daily for the past 3 weeks, making others uncomfortable. He has also had several mistakes due to not following instructions, procedures, and failing to check his work. I don't typically mind mistakes, but this is repetitive and preventable if procedures were followed. And earlier this week I instructed him to perform a calculation following his task that would reveal errors, he said it wasn't necessary for this particular task. I asked him to do it anyway. Later on, an error was identified, and through investigations it was determined, as I instructed, that the calculation would have resolved this error. 

These are well documented procedures, down to the key stroke, and his generous compensation reflects the requirements for 100% accuracy. That being said, inspite of the attention seeking crying and arguing, this guy is hurting. He's never received negative feedback until I got involved, so I understand the difficulty in adjusting. But after this latest issue disciplinary action must be issued. He's already received a final warning so this would be a second final warning, with days off without pay. The shear amount of coaching that I have to put into this guy is really taking an emotional toll on him. The other option is termination, however my director is a softy and avoids it at all costs. But what is kinder to this guy? Keep warning him in a role he clearly can't handle or putting him out of his misery and forcing him to move on?

giving an employee 2 days off without pay