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.
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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
Denial of Leave
Denied Promotion/Upgrade
Failure to Hire
Harassment
Refusal to Accommodate
Wrongful Termination
859
224
1,135
1,003
7,002
2,412
10,890
• Treat others as you
want to be treated.
• Treat others as
they want to be
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?


Poor selection process?


e.g., required to calculate percentages but was not
tested in the selection process?
Equipment failure?


e.g., mail room 3 buildings down
e.g., Machine down time
Unrealistic goals?

E.g., HR manager required to reduce turnover when
organization plans to lay off people
 Employee?






 Is

Inadequate training?
Lack of knowledge?
Lack of skill ?
Lack of ability?
Lack of talent?
Lack of personal motivation?
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
problem


Fully 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 problem
Get their buy-in
Ask for their input
 Identify

the consequences
Be 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
 Follow
a reasonable time frame.
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 Meetings
Do Communicate:

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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.

DISCUSSION
DISCUSSION
DISCUSSION
DISCUSSION
DISCUSSION
DISCUSSION
DISCUSSION
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