Uncomfortable Conversations

As human resource professionals (and managers tasked with human resource functions) we have all been faced with the task of beginning disciplinary steps with employees who have not been performing at expectations. I think it is safe to say these make for some uncomfortable conversations. How well these conversations go are dependent largely by how well the organization outlines expectations, how thoroughly any situations are investigated, whether employees are treated equitably, and solid documentation throughout the process.

Another important point to remember is to provide the employee an opportunity to explain their side of the story. Making sure the employee has the opportunity to be heard will reduce resistance from the employee when it comes time to outline a course for correction.

Although there are many versions of the steps involved in progressive discipline, here is one example to begin with:

1. Have a meeting with the employee to clearly outline the problem.
2. Indicate that you are using the conversation as a verbal warning.
3. State the date(s) by which you will follow-up and be clear on the
    expected level of performance anticipated by that date.
4. Evaluate the employee's performance against expectations.
5. [If performance not at expectations] issue a written warning.
6. State the date by which you will follow-up again.
7. Evaluate the employee's performance.

At this point (and, for some, throughout the entire process) your organization's policy may dictate whether the discipline moves to the final stages by placing the employee on probation or moving straight to termination. Also, the severity of the issue may require that a move directly to probation or termination is made. Another consideration is whether the employee is part of a collective bargaining unit. Consideration of the collective bargaining agreement will need to be made.

For another version of progressive discipline guidelines, take a look at the detailed information available from Indiana University's, University Human Resource Services: http://www.indiana.edu/~uhrs/training/ca/progressive.html

Overall and very important: bear in mind the reason you are working through the progressive discipline process with the employee is to correct the issue. The goal is to guide the employee back to a level of performance that at least meets expectations.