Public-sector managers find addressing subordinates inappropriate conduct or poor performance to be among their most distasteful duties. They have a greater administrative burden than is typical of their private-sector counter-parts for two reasons: the public-sector employees civil service protections and he difficulty in measuring the productivity of white-collar intellectual capital positions. After reviewing agency websites or visiting the human resources office to review documentation requirements and employee appeal rights, managers may hope the issue resolves itself or the employee transfers. In reality, methodical documentation and consistent, open communication between supervisors and employees are the most effective way to address conduct and performance problems in both the private and public sectors.