Eric beckons me to the office, refusing to say what for.
He becomes more insistent each time I ask what it's about.

He takes forever to get to the point, speaking very vaguely,
passing blame off to JC: "He wanted to fire you without talking to you."
He insists that I'm "okay", not going to be fired.

He repeats himself many times before finally broaching the actual problems,
talking to me like I don't know how to use the POS:
"Make sure you ring stuff up right." Yeah, duh.

He pins the improper sale of an 1800 tequila handle on me.
I ask how he determined it was me (I don't recall making this mistake).
He fails to provide a reasoning. He doesn't imply a coworker told him. In that
case, why didn't that coworker tell me about the mistake when it happened?
He ultimately refuses to acknowledge the fact that the tequila was put in the
system incorrectly. Anyone could have made that mistake. I do look at the
register screen, despite what Eric implied to me.
I have caught incorrect items in the past, but Eric wouldn't know this.

He brings up the soda singles, which I did mess up in the past, but he's
talking like I'm still doing it. He says he'll "tell Sinclair to stop wasting
labels," but he needs to know I'll be able to get it right.
Sinclair started covering the UPCs after we noticed the large negative values
for 6-pack sodas in inventory. We reasoned those can't all be from me, and that
everyone would benefit from covering the UPCs.
Eric is not receptive to any of this reasoning. It's like he's not listening to
me at all, just talking at me.

That day I noticed the inventory of soda 6-packs was reset. I can only assume
that was done to hide the fact that the singles are a systemic problem, that I
couldn't have been the only one messing it up. The inventory is still negative,
however, and I don't recall making that mistake since Sinclair started covering
the UPCs.

He tells me I can't lay my head down when I'm sick at work. He blames my
migraines on my interest in computers, saying it's the bright screens. I gently
imply he doesn't know what he's talking about: "I don't even know what causes
my migraines. I've had them for years. They happen in a variety of scenarios."

He doesn't listen to me at all, promises me that if I just go in the beer cooler
that it will get better. I try to explain to him how serious it is when I need
to lay my head down. "I could get sick all over the floor." He doesn't seem to
understand or care: "Just go to the bathroom to puke." He says I'm "creating
work for others" when I lay my head down. That's garbage. When I have a headache
at work, I keep working until I feel like I can't anymore. If I keep going, not
much will get done and I will probably not make it to the bathroom. I prefer to
avoid puking by laying down for a few minutes. I don't understand why that's
such a big deal.

Eric pencils me into the schedule.


Some days later, JC calls me to the back in the same way. I ask what it's about,
but he just insists. This is very disrespectful.

He lies to my face: "I forgot to put you on the schedule that week." Eric said
he wanted to fire me, and so didn't put me on the schedule.

JC asks, "Do you know your sizes yet?" I'm confused by this. Surely he's not
implying I can't tell the difference between a fifth and a handle.
I ask as much. He brings up the 1800 tequila handle again. I ask if that's a
continuing problem. He says no. I ask how he's even sure I sold the 1800. He
admits that he doesn't know. I remind him that because it wasn't correctly
logged into the system that it's not completely my fault.
He waves off my reasoning.

JC tells me there will be a "performance review to see if the things Eric told
me have stuck." It is my distinct impression that this performance review will
be conducted unfairly. I haven't been notified of any continuing problems since
my talk with Eric. The way JC talks to me, like these are ongoing issues,
suggests to me that he isn't paying attention to my performance.

I think JC wants to fire me for personal reasons. He seems to be manufacturing
problems to establish a pattern of poor performance, so he can appear reasonable
when he fires me. He already tried to fire me without even talking to me.
I don't think he's done.