When dealing with sensitive issues related to the gender identity of employees, companies must strictly abide by laws and ethics and avoid any form of discrimination. The following is the compliance policy framework provided for management： **1. Legal compliance review** 1. Contact the labor legal counsel immediately to confirm that the company's behavior complies with the "Anti-Employment Discrimination Law" and related local regulations, and verify whether the employee's behavior indeed exceeds the reasonable boundaries of legal protection. 2. Retrieve the specific provisions of the company's "Employee Handbook" on workplace behavior norms, and confirm whether there are objective standards (such as dress codes, work discipline, etc.) that can be cited, rather than subjective feelings. **2. Systematic evidence collection** 1. Establish a 30-day observation and recording system, and the HR department will objectively record specific work scenarios: such as the actual impact of employee behavior in a department meeting on the meeting process, the timeliness of a project delivery data, etc. 2. Collect third-party evidence: When a colleague complains, ask them to provide proof of the time, place, and impact of specific cases on work efficiency, and avoid accepting subjective emotional statements. **3. Performance management process** 1. Initiate standardized performance appraisal: if the employee's KPI has not met the standards in the past two quarters, a written improvement notice will be issued in accordance with the established process. Ensure that the evaluation system contains quantifiable business indicators (such as sales achievement rate, project overdue days, etc.). 2. For specific work behaviors: if there are situations such as late arrival and early departure, unfinished tasks, etc., strictly follow the time and attendance system and job instructions, and keep all written communication records. **4. Conflict mediation mechanism** 1. Organize a mediation committee composed of HR, department heads, and employee representatives, and adopt a standardized mediation process. Focus on recording facts such as "Y's work is delayed due to X's behavior on a certain day of a certain month", rather than identity characteristics. 2. Introduce EAP (employee assistance program) to provide psychological counseling resources for all parties involved, at the expense of the company. **5. Exit plan design** If the above process confirms that there is a legal reason for termination,： 1. Provide a severance compensation plan (such as N+3) that is superior to statutory standards, including a confidentiality agreement and a declaration of abandonment of litigation. 2. Simultaneously start the team reconstruction plan: including but not limited to organizing diversified training, revising the rules of the code of conduct, and setting up anonymous feedback channels for systematic improvements. **Important note**: All communication must be limited to professional behavior and any discussion of gender identity is prohibited. It is recommended that key meetings be equipped with legal counsel present, and the whole process will be recorded and archived. This process should simultaneously improve the company's system to ensure that there are rules and regulations for dealing with similar situations in the future. This strategy emphasizes the use of institutionalized management tools to resolve conflicts, not only to protect the legitimate rights and interests of enterprises, but also to fulfill social responsibilities. In practice, it should be noted that the gender expression of employees cannot be the basis for processing in itself, and it must focus on demonstrable work performance and behavioral norms.