subject: The Need for Disciplinary Actions at Work [print this page] The Need for Disciplinary Actions at Work
ne of the least favorite aspects of a manager's job is disciplining employees. The issue is so disliked; many supervisors will often attempt to put off the meeting as much as possible, or even forget the situation even happened in the first place. Ignoring the need for disciplinary actions is not the answer. It will result in problems for you, your company, and even your employee.
Conducting the disciplinary action meeting with your employee should be done as soon as possible. In many times, the employee knows he or she will be receiving one. The sooner you can meet with him, the better; for the employee, for you, and for your organization.
Although many supervisors dread the idea of delivering a disciplinary action, allowing the situation to linger without a formal communication with the employee may only lead to more problems.
- The employee must perform under stress, thinking a more severe reprimand is imminent. This may cause additional performance or conduct issues.
- The employee may believe his conduct is acceptable behavior.
- Other employees may question whether discipline is handled fairly and evenly across the department.
- Once the employee finally receives the action, the reason and details have been forgotten.
Remember, the true reason you are conducting a disciplinary action is to improve behavior, not punish.
As part of your preparation, ask another supervisor to be in the room with you during your meeting. This person will serve as a witness in the event there is a discrepancy later regarding what was said during the meeting. Select a room which is private, comfortable, and free of distractions.
- Explain the situation to the employee, detailing why it is a problem to you and your organization.
- Focus on specific behaviors, not feelings or opinions. A behavior is something which is observable, measureable, and based on fact.
- Use "I" statements (I saw, I noticed) to describe behavior or results that you have observed or wish to see. They are from your viewpoint, which cannot be questioned. The use of "I" statements reduces an employee's ability to argue or disagree on whether a specific behavior actually happened. These statements promote an open and honest conversation with your employees, and will lead you away from using "you" statements which can cause the employee to become defensive.
- Ask the employee for his or her ideas to correct the situation. In many instances, the employee will either present a plan which is acceptable to you or ones that match your own. If so, the employee will be more likely to accept your objectives and work to solve the situation. If not, you must offer your own solutions to the problem. Stress to the employee your ultimate goal is for the employee's improvement and long-term success within the credit union.
- Verify the employee is aware of any negative consequences to the action such as delaying or denying a raise or promotion, probation, etc.
- Provide the employee with a timeframe for improvement, including additional consequences if improvement is not met.
After the disciplinary action, it is important to follow-up with the employee during the timeframe provided. Notate how the employee's performance or conduct during this time compares to performance or conduct which caused the disciplinary action. Encourage the employee for improvements made. If the employee continues to struggle, make him/her aware. If appropriate, take additional disciplinary actions.
