documenting employee performance. due diligence corrective action performance improvement plan ...
TRANSCRIPT
Documenting Employee
Performance
Due Diligence Corrective Action Performance Improvement Plan Disciplinary Action Progressive Discipline Written Warning
Great managers strive to get the best out of their
employees.
But sometimes things go wrong.
Poor performance
must be confronted
head-on before it degenerates
into a dangerously
unproductive situation.
Cases Filed: Total acts reported may exceed the total number of cases filed because cases can be filed under more then one act; with a maximum of four acts per case.
Denial of Family Leave Care 859 Denial of Leave 224 Denied Promotion/Upgrade 1,135 Failure to Hire 1,003 Harassment 7,002 Refusal to Accommodate 2,412 Wrongful Termination
10,890
• Treat others as you want to be treated.
• Treat others as Treat others as they want to be they want to be treated.treated.
DIRECTNESS: Some people prefer a straightforward approach and quick pace (more direct), while others respond better to less assertive words and a relaxed, conversational tempo (less direct).
EMOTIONS/SENSITIVITY: For some individuals, sensitivity is not an issue – emotions and feelings are minor considerations in communication (less emotional). Other people, however, are higher on the sensitivity scale – with much greater need to have their feelings considered (more emotional).
BEFORE THEY SPIN OUT OF CONTROL
What are they doing wrong? How does it effect the company? How does it effect other workers? How does it effect the employee? Is it measurable? Is it a symptom of a bigger problem?
Could it be Work Design or Organization Process?Poorly designed work system?
e.g., mail room 3 buildings downPoor selection process?
e.g., required to calculate percentages but was not tested in the selection process?
Equipment failure? e.g., Machine down time
Unrealistic goals? E.g., HR manager required to reduce turnover
when organization plans to lay off people
Employee? Inadequate training?Lack of knowledge?Lack of skill ?Lack of ability?Lack of talent?Lack of personal motivation?
Is it a personal problems?Financial problems, family difficulties,
health disorders
Career suicide by manager?Relationship to the supervisor
Anger Sabotage Conflict Work slow downs Work stoppages Attendance
The supervisor may attribute the cause of the problem to the employee, while the employee attributes it to the supervisor.
The process of determining the cause of a behavior is never
simple and clear-cut.
But it is extremely important in the process. Why?
1. Stop it from happening again not only to the current employee but to other employees.
2. Properly communicate.
Focusing on the employee only rather than possible external causes (Fundamental Attribution Error).
If the employee is a great employee supervisors often take full credit… but if the employee is having problems, the supervisor often blames the employee (Self Serving Bias).
Genuine personal concern Immediate reprimand Training Others
Develop a plan to correct the problem.“Tell them what they need to do to fix it”.Coaching/Counseling
Build Trust Team approach
HR/Manager/Supervisor When should a supervisor not accept
responsibility?Refer to trained professional
Plan and Prepare Communicate to the employee that
there is a problemFully explain what the problem is. Involve them in finding out what the
problem is. Communicate what they need to do to
fix the problem Involve them in finding a solution to the
problemGet their buy-inAsk for their input
Identify the consequencesBe able to communicate to the employee
what consequences are. e.g., the building will catch on fire.
In the initial conversation do not threaten the employee with job loss.Once it moves into the written warning
stage, explain consequences to the employee. e.g., further disciplinary action up to and
including termination of employment.
Provide a reasonable time frame.
Follow up in a timely manner. Provide support. Understand it is your job to know what
employees are doing. Be sure they have all they need to
succeed.
Effective Feedback MeetingsDo Communicate:
Recognize people’s talent and commend them Focus on their value Manage around weaknesses Let people know what they need to do their jobs Let people know expectations Provide measurement tools Clarify how to improve, learn, grow Motivate Tough Love (correct problems/recognize when
the job is not right for the employee).
In this meeting one or more of the following may occur…
the employee has improved and all is good. Extend the time for improvement (why might
you do this that does not involve that you just really like this person?)
Begin the written warning process Give a final warning (depending on the
severity) Suspension Last chance agreement Termination
What if nothing has worked to save this employee? You have already coached them. You have already given them measurable
goals to effectively change the problem. They have not met the required, measurable
goals. All options such as transfer, demotion,
retraining, reengineering, etc. have been exhausted.
Disciplinary Action, Corrective Action, Progressive Discipline, Due diligence…termination.
“Tough love” is an expression used when someone treats another person sternly with the intent to help them in the long run.
There must be some actual caring behind the stern treatment to be defined as “tough love”.
It creates negative morale. It can cause harm to the individual It can cause harm to the organization. The person who gossips is someone who
carries resentment towards someone and is non-productive.
Those people try to make themselves more worthy by saying that they are better than someone else.
Emotionally imbalanced.
Let them burn: If someone is gossiping about me because of jealousy I keep sending him/her good news!
Talk with them: If the gossiper is causing damage to your reputation call them when you are calm. Tell them that you are aware of their doings and ask them to stop. Most people will apologize and remember your call the next time they decide to gossip about you.
Get Help: If the person is not important to you and if they have said really bad things about you then you may need to ask a third party mediator to intercede - generally your supervisor or HR.
Don’t Participate: Don’t participate in gossip and do change the subject.
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