Management in a complex, changing world
One of the biggest management headaches is dealing with employees who are not meeting minimum expectations for their jobs. No matter how carefully we select and hire employees, managers will inevitably encounter employees who are not living up to the organization’s expectations.
Managing these matters with success is critical to the well-being of the work team and often influences a manager’s future career prospects. The news is filled with examples of managers who handled employee relations poorly and paid a dear price for it. In this blog, I’ll give some tips and techniques to manage employee performance issues based on my decades-long experience and the advice of experts.
Progressive Discipline Key Principles
Most organizations today have adopted some form of progressive discipline to manage employee performance issues. Progressive discipline is a Human Resources system that offers a graduated range of responses to employee performance or conduct problems. Disciplinary measures range from mild to severe, up to termination, depending on the nature and frequency of the problem.
The theory underlying progressive discipline is that employees generally want to do a good job and should be given multiple opportunities to correct any behaviors that interfere with good job performance. In order for the system to work, both HR and line managers need to collaborate as a team to address employee performance issues, especially those that become chronic, such as poor attendance or poor relations with others.
For progressive discipline to work, the following key components must be present:
- Clear communication of expectations
Employees need to know what is expected of them and what behaviors are unwelcome. This is generally handled in new hire orientation but also must be reinforced by the immediate supervisor. - Consistent application of policies
Human Resources manages overseeing employee relations policies and ensuring that all managers apply progressive discipline fairly and consistently. Individual managers should ensure that they are familiar with and supportive of the organization’s policies and procedures and treat all their employees with dignity and fairness. Nothing alienates employees more than witnessing management favoritism towards some employees while unfairly targeting others. - Constructive feedback and coaching
It is always best to nip problems in the bud rather than let them bloom into full-blown crisis. Managers should observe employees and provide regular feedback on how they are doing. When performance issues arise, the first place to start is coaching. Inform the employee of the issue and ask them to explain why it is occurring. Work with them to develop a corrective action plan and monitor how well they are implementing it. - Gradual escalation of consequences
Coaching only works if both parties are dedicated to its success. Some employees will not or cannot change the behaviors that are affecting job performance. Depending on the severity of the behavior, managers may issue an oral warning first and then escalate to a written warning and finally turn it over to Human Resources to initiate termination. Managers must ensure that all disciplinary steps are documented in case of future legal action. They should consult with their Human Resources professionals for guidance on the best course of action.
Of course, some offenses are so severe that once is once too often. Misbehavior that includes stealing, fighting or refusing to show up without notice are grounds for immediate termination.
The Manager’s Role in Progressive Discipline
- Setting expectations
While new employees receive information about HR policies and procedures that broadly affect their employment, it is up to managers to establish clear job descriptions, work procedures and performance standards for their own staff. This requires explicit communication of expectations to all employees, including work schedules, assigned tasks and expected results. It can help to institute a buddy system where an experienced employee serves as a mentor for new employees to assist them in rapidly acclimating to their new work environment.
2. Holding regular performance evaluations and feedback sessions
Once employees know their jobs, managers should monitor their performance, including documenting any performance issues or incidents in a personnel file. Managers should include detailed description of the offending behavior, dates and times and any eyewitnesses. Then, meet with the employee and provide feedback and coaching to address this issue and develop a plan to improve.
When providing feedback, it is best to address performance issues promptly and constructively. Any delay between the event and your feedback undermines its effectiveness, as memories fade and potential damage continues unabated. Most serious behavioral problems don’t simply solve themselves.
Managers should always offer constructive feedback, focusing on the behavior and not the person. Rather than simply criticize, offer suggestions on how to correct and improve poor behavior. Offer your support and guidance for improvement and express confidence in the employee’s ability to overcome their problems.
3. Implementing disciplinary actions
You should initiate disciplinary action only after consulting with your HR professional. They can help you determine the proper consequences based on company policy and the severity of the issue. Most organizations set clear standards for issues like attendance, ethics, relations with others and a range of other employee relations. Managers should consult and follow these company policies and procedures where they exist. For gray area issues, consult with HR and senior management for guidance.
Once it becomes obvious that coaching and warnings are not working, it may be time to terminate the offender’s employment. If it comes to that, it is best to do so quickly to avoid disrupting the workplace and adding to the emotional difficulty. Inform the employee in private with at least one other witness in attendance and then escort them to their work area so they can gather any personal items before they are escorted from the premises. Be sure to retrieve any equipment or keys issued to the employee and inform IT to disable their computer access. Try to end on a positive note. Wish the employee well and silently hope you won’t have to deal with them again.
Conclusion
As we have seen, managers play a crucial role in implementing progressive discipline. When done well, it fosters a culture of accountability and growth. Employees should hold each other accountable for producing quality work, but the manager must ensure that all are held to the same high standard of performance. Managers should also periodically review the effectiveness of past progressive disciplinary actions and make adjustments to improve future outcomes.
