If we deal with problem behavior in a timely manner we can in most cases
probably resolve it. All too often, we are busy handling matters that appear to be more urgent so we ignore what’s really important. With behavioral issues, these little things soon grow into major ones. The reality of it is that problem employees, if not dealt with in the early stages, can quickly become your most urgent matter. How do we do this? An effective way to do this is to have a plan in place that allows you to progressively handle employee problems as they arise. This is commonly referred to as “progressive discipline.” This type of discipline underscores the importance of clearly communicating the organization’s expectations of employee behavior in advance. If expectations are not met, problems are handled promptly in a consistent and effective manner. As a supervisor, it is incumbent on you to be constant and consistent in your approach to discipline. A relatively simple and straightforward system can be used to address all but the most serious of employee infractions and would include the following steps: 1. Verbal Warning (documented) 2. Counseling 3. Written Warning (letter of reprimand) 4. Suspension 5. Termination Of course, there are variations to these steps depending on the organization’s plan and the circumstances of the specific problem. But generally, the first step is usually a verbal warning. Keep in mind that you might have already talked with the employee, probably on an informal basis, about the behavior. These talks are many times not disciplinary in nature. However, for various reasons, the problem persists and now it’s become a disciplinary issue. The verbal warning then is the first official disciplinary step you should take with the employee. An effective verbal warning session can resolve the problem very quickly, without need to proceed to more formal steps. Be completely prepared before sitting down with the employee to discuss the problem. Approach the discussion with an open mind and use active listening to hear their side of the issue. Once you have identified the problem, be sure to outline your expectations of the change(s). Before ending the meeting, make sure that the employee understands and acknowledges the steps you will take if the changes are not made. If verbal discussions are ineffective and the problem continues, you will then provide formal counseling to help improve the problem behavior. It is important to document the counseling and to note specific behaviors and specific actions that you have recommended during these sessions. The next step is the more formal written corrective phase sometimes referred to as a letter of reprimand. This part of any disciplinary review must be handled correctly or you open yourself up for significant legal problems especially if this process is not handled carefully and consistently. Written documentation of an employee’s performance must be objective, clear, and complete and must describe specific behaviors not issues such as attitude. There can be no misinterpretation of the problem or the corrective action that needs to be taken. If the above efforts fail then one might consider suspension. This is a temporary removal of the employee from the workplace. You might need to review State and Local laws relative to this step. As a last resort, you might determine termination is the only possibility left. Make sure you are prepared for this step. As with all written notifications, this termination notice should clearly state the actions you require the employee to take to avoid termination. It should also outline the time constraints to fulfill those requirements. It you decide to terminate, remember that termination must always be handled with the highest levels of attention to proper procedures and they must be constant and consistent. The entire case must be documented in writing. There is no guarantee that the employee will pursue legal action but by carefully following the right process and maintaining excellently written documentation, the chances significantly improve that the organization will win. For those of you that have trouble coming up with descriptive comments for your evaluations, I’ve provided some taken off of actual evaluations. Don’t try these for real as they were written and used by professionals: “Since my last report, this employee has reached rock bottom…and has started to dig deeper.” “His men would follow him anywhere, but only out of morbid curiosity.” “This employee is really not much of a ‘has been’, but more of a definite’ won’t be’.” “He sets low personal standards and then consistently fails to achieve them.” “This employee is depriving a village somewhere of an idiot.” “This employee should go far…and the sooner he starts, the better.” “I would like to go hunting with him sometime.” “He certainly takes a long time to make his point pointless.” “Gates are down, the lights are flashing, but the train isn’t coming.” “Has two brains: one is lost and the other is out looking for it.” “If you gave him a penny for his thoughts, you’d get change.” “He would argue with a signpost.” “He brings a lot of joy whenever he leaves the room.” “He has a knack for making strangers immediately.” “When his IQ reaches 50 he should sell.” “IF you see two people talking and one of them looks bored, he’s the other one.” “It’s hard to believe that he beat 1,000,000 other sperm to the egg.” “Takes him 2 hours to watch 60 minutes.” “When he opens his mouth, it seems that it is only to change feet.” “The wheel is turning, but the hamster is dead.” “Got a full 6-pack, but lacks the plastic thing that holds it all together.” Remember, evaluations can be fun… and at times creative.
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March 2023
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